Knowledge Exchange and Enterprise Network (KEEN)

Typologies of Interventions in

Knowledge Exchange and Enterprise Network (KEEN) projects

An analysis of the typologies and hierarchies of interventions applied within KEEN projects funded by the European Regional Development Fund and managed by the University of Wolverhampton

Research undertaken by Dr D Boucher, Dr A Jones, Dr G Lyons, K Royle, S Saleem, P Simeon and Dr M Stokes.

WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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Acknowledgements This research was supported by the European Regional Development Fund and undertaken by the University of Wolverhampton under the project management of the Centre for Developmental and Applied Research in Education (CeDARE) on behalf of the Wolverhampton Business Solutions Centre. The research team wishes to acknowledge the contribution of Paula Simeon for her lead role in the authorship of Typology and Hierarchies of Interventions and the Technical data reports. I am grateful to the contributions of Shazad Saleem, David Boucher, and Andrew Jones for their help in extracting the information from the original hardcopy and electronic documentation. The research team is grateful to the support provided by other university partner’s in facilitating the data collection process. The team would like to thank Tony Jay and Emily Wakefield from Aston University; Derek Hall, Porvi Sadrani, Sam Carter and Nigel Potter from Coventry University; Jill Middleton and Dr Shane Walker from Birmingham City University; Sue Semple and Dominic Collins from Staffordshire University; Dr Helen Watts and Katherine Jones from the University of Worcester and Emma Pearson, Sandra Simpson and Alana Correa from the University of Wolverhampton for their assistance in providing contact details and liaising with project companies to inform them about the research.


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Table of Contents Acknowledgements .................................................................................................................................................. 2 1.1 Introduction ......................................................................................................................................................... 6 1.2 Number and Breakdown of KEEN Projects ..............................................................................................10 Pie Chart of Number and Percentage of KEEN Projects Per University ................................................................10 1.3 Main Business Interventions – Top - Level 1 Interventions ..................................................................11 Schematic diagram of the level 1 business intervention categories. ...................................................................11 1.4 Number of Business Intervention Per University Partner ....................................................................12 Pie Chart of Level 1 Business areas of Intervention for all KEEN projects ............................................................13 Pie Chart of Level 1 Business Area of Intervention for Coventry University KEEN Projects .................................14 Pie Chart of Level 1 Business area of Intervention for University of Wolverhampton KEEN projects .................15 Pie Chart of Level 1 Business area of Intervention for Birmingham City University KEEN Projects .....................16 Pie Chart of Level 1 Business Area of Intervention for Aston University KEEN Projects ......................................17 Business Area of Intervention for the Staffordshire University KEEN Project......................................................17 Business Area of Intervention for the University of Worcester KEEN Project .....................................................17 1.5 Analysis of the Number of Projects and Interventions Per University .............................................18 Bar Chart of Projects and Business Interventions for all KEEN Projects ...............................................................18 2.1 Typology of Interventions ..............................................................................................................................19 Mapping of Typology of Intervention Overview by Levels 1, 2 ............................................................................20 2.2 Level 2 Intervention Detail .............................................................................................................................21 Typology of Intervention – Operations Management ..........................................................................................21 Typology of Intervention – Business Process Reengineering ...............................................................................21 Typology of Intervention – Product and Service Development ...........................................................................22 Typology of Intervention – Research and Development ......................................................................................22 Typology of Intervention – Product Commercialization.......................................................................................23 Typology of Intervention – CAD/CAM Technologies ............................................................................................23 Typology of Intervention – Mechanical Engineering ............................................................................................24 Typology of Intervention – Architectural Design ..................................................................................................24 Typology of Intervention – Information Technology ............................................................................................25 Typology of Intervention – Marketing Interventions ...........................................................................................25 Typology of Intervention – Strategic Marketing...................................................................................................26 Typology of Intervention – Marketing Management ...........................................................................................26 Typology of Intervention – Professional Support, Expertise and Advice .............................................................27 WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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Typology of Intervention – Human Capital Management ....................................................................................27 3.1 Business Intervention Per Project (Level 3) .............................................................................................28 4.1 Levels of Intervention .....................................................................................................................................30 4.2 Business Area of Intervention.................................................................................................................................30 Pie Chart of Operations Management Interventions for all KEEN Projects .........................................................31 Pie Chart of Business Process Reengineering Interventions for all KEEN Projects ...............................................32 Pie Chart of Product and Service Development Interventions for all KEEN Projects ...........................................33 Pie Chart of Information Technology Interventions for All KEEN Projects ...........................................................34 Pie Chart of Professional Support Expertise and Advice ......................................................................................35 Pie Chart of Marketing Interventions ...................................................................................................................36 Pie Chart of Business Process Reengineering .......................................................................................................37 Human Capital Management................................................................................................................................37 5.0 Conclusions .......................................................................................................................................................38 5.0 Appendices – Tables .......................................................................................................................................40 Table 1: Number of KEEN Projects Per University ....................................................................................................40 Table 2: Number of Main Interventions Per University ...........................................................................................40 Table 3: Business Area of Intervention .....................................................................................................................40 Table 4: Operations Management ............................................................................................................................41 Table 5: Product Development .................................................................................................................................42 Table 6: Information Technology..............................................................................................................................43 Table 7: Professional Support Expertise and Advice ................................................................................................44 Table 8: Marketing Interventions .............................................................................................................................45 Table 9: Business Process Reengineering .................................................................................................................46 Table 10: Business Intervention Analysis .................................................................................................................47 6.0 References .........................................................................................................................................................49

Research Team Biographies……..………………………………………………………….……………….. 51


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List of Figures Figure 1: Number and Percentage of KEEN Projects Per University .............................................................10 Figure 2: Main Business Interventions ..........................................................................................................11 Figure 3: Project/ Business Area of Intervention Per University Partner......................................................12 Figure 4: Business Areas of Intervention for All Keen Projects .....................................................................13 Figure 5: Business Area of Intervention – Coventry University.....................................................................14 Figure 6: Business Area of Intervention – University of Wolverhampton ....................................................15 Figure 7: Business Area of Intervention – Birmingham City University ........................................................16 Figure 8: Business Area of Intervention – Aston University ..........................................................................17 Figure 9: Number of Business Interventions Per University .........................................................................18 Figure 10: Typology of Intervention Overview by Levels 1, 2 .......................................................................20 Figure 11: Typology of Intervention – Operations Management..................................................................21 Figure 12: Typology of Intervention – Business Process Reengineering .......................................................21 Figure 13: Typology of Intervention – Product and Service Development ...................................................22 Figure 14: Typology of Intervention – Research and Development..............................................................22 Figure 15: Typology of Intervention – Product Commercialization ..............................................................23 Figure 16: Typology of Intervention – CAD/CAM Technologies ....................................................................23 Figure 17: Typology of Intervention – Mechanical Engineering....................................................................24 Figure 18: Typology of Intervention – Architectural Design .........................................................................24 Figure 19: Typology of Intervention – Information Technology ...................................................................25 Figure 20: Typology of Intervention – Marketing Interventions ...................................................................25 Figure 21: Typology of Intervention – Strategic Marketing ..........................................................................26 Figure 22: Typology of Intervention – Marketing Management ...................................................................26 Figure 23: Typology of Intervention – Professional Support, Expertise, and Advice ....................................27 Figure 24: Typology of Intervention – Human Capital Management ............................................................27 Figure 25: Operations Management Interventions for all KEEN Projects .....................................................31 Figure 26: Operations Management Interventions for All KEEN Projects.....................................................32 Figure 27: Product Development Interventions ............................................................................................33 Figure 28: Information Technology Interventions for All KEEN Projects ......................................................34 Figure 29: Professional support expertise and advice ..................................................................................35 Figure 30: Marketing Interventions ...............................................................................................................36 Figure 31: Business Process Reengineering ...................................................................................................37


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1.1 Introduction This report analyses the type and range of business interventions provided through the Knowledge Exchange and Enterprise Network (KEEN) programme to SMEs in the West Midlands region. KEEN is a three way partnership between a university, a business, and a graduate. KEEN programmes are collaborative projects which provide assistance to enterprises at various stages of development but mostly for those at pre-innovation stage. Projects primarily focus on assisting companies that are seeking to transform and grow their businesses, but are unable to do so due to inadequate capacity, proficiencies, and a lack of fundamental facilities or systems and in-house processes. KEEN projects support SMEs with expertise and advice. They offer business support in the areas of new product or service development, business process reengineering, operations management, performance improvements, technology, technical or premises related problem solving, and marketing interventions designed to help increase business market share. According to Webb (2014), “Business intervention methods target the area of weakness in the company in question. Whether the company is in a downward spiral and needs to be saved, or moderately successful and trying to reach the next level, understanding how to implement appropriate business intervention strategies can help make the effort successful.” This is the raison d’etre of the KEEN programme. Six university partners participated in the KEEN programme: the University of Wolverhampton (which led the KEEN initiative), Coventry University, Aston University, Birmingham City University, the University of Worcester, and Staffordshire University. There were 126 KEEN projects in total, through which a range of business interventions were provided to the participating companies. The analysis constructed a hierarchy for the interventions which comprised three levels conceptualised in a pyramid structure. At the base (Level 3) the total range of intervention activities for each project were identified. These were then summarised into Level 2 which contained the activities for the whole programme (intervention class 2). Then at a final top level (Level 1) the activities were grouped into main intervention areas (intervention class 1). Finally, for each project a single principal intervention was selected from the class 1 groups as the main intervention. These are listed below. WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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Project Reference

Main Intervention

Top Level 1 - Class 1 Interventions

KEEN/042/A KEEN/042/B KEEN/107/A KEEN/047/A KEEN/057/A KEEN/078/A

Computer Aided Design Business process reengineering Product evaluation and testing Business process reengineering Software programming and application development Learning disability diagnosis and training

KEEN/059/A KEEN/059/B KEEN/068/A KEEN/101/A KEEN/121/A

Software application programming and application development Software application programming and application development Product development Business process reengineering Business development through University consultancy and advice

KEEN/099/A

KEEN/088/A KEEN/097/A KEEN/142/A KEEN/123/A KEEN/111/A KEEN/091/A KEEN/061/B KEEN/015/A KEEN/063/A KEEN/063/B KEEN/096/A KEEN/104/A KEEN/116/A KEEN/021/A KEEN/031/A KEEN/031/B KEEN/001/A KEEN/043/B KEEN/043/A KEEN/098/A KEEN/098/B KEEN/098/C KEEN/098/D KEEN/168/A

Design systems for building and renewable energy systems, building information modelling management Architectural design of low carbon buildings from a fabric first approach Business process improvement New product development Customer relationship management 3D Building modelling Business process improvement Product development Software programming and application development Digital book publishing platform Software programming and application development Software programming and application development New product development Software programming and application development Product development Product development Software programming and application development Software programming and application development Electrical and electronic design Business process reengineering Computer aided design and implementation of new IT system Marketing strategy and business model development Business account management Business process improvement Business account management Business sustainability, development and growth

Product and Service Development Business process reengineering Product and Service Development Business process reengineering Product and Service Development Professional support expertise and advice Product and Service Development Product and Service Development Product and Service Development Business process reengineering Professional support expertise and advice Product and Service Development

KEEN/054/A KEEN/055/A KEEN/062/A KEEN/062/B KEEN/039/A KEEN/077/B KEEN/077/A

Strategic marketing plan Business process reengineering New product development New product development Business process audit and reengineering Staff coordinator Strategic marketing

KEEN/099/B


Product and Service Development Business process reengineering Product and Service Development Marketing Intervention Product and Service Development Business process reengineering Product and Service Development Product and Service Development Information Technology Product and Service Development Product and Service Development Product and Service Development Product and Service Development Product and Service Development Product and Service Development Product and Service Development Product and Service Development Product and Service Development Business process reengineering Product and Service Development Marketing Intervention Operations management Business process reengineering Operations management Professional support expertise and advice Marketing Intervention Business process reengineering Product and Service Development Product and Service Development Business process reengineering Human capital management Marketing Intervention

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Project Reference

Main Intervention

Top Level 1

KEEN/094/A

Building information modelling (BIM) and low carbon technology. Strategic marketing Web design Sales and marketing, social media presence and client management Strategic marketing and market research Architectural design of low carbon buildings Strategic marketing and business model development Strategic marketing and brand development Market research and business model development Occupational therapy and learning disability diagnosis assistance Business account management Implementation of new IT system – Web development and programming Implementation of new IT system – Web development and programming Computerization of manual process New product development Implementation of new IT system New product development – Software application development Customer relationship management Market research and business model development Business development through University consultancy and advice Sales and marketing systems New product development Strategic marketing New product development New product development Client management Mechanical technical and engineering support Strategic marketing Product development New product development New product development Marketing strategy Marketing strategy Marketing strategy Computer aided design Marketing strategy and market research Marketing strategy and market research Marketing strategy and market research New markets and new product development Business process improvement Computer aided design New product development New product development

Product and Service Development

KEEN/113/A KEEN/150/A KEEN/073/A KEEN/049/A KEEN/046/A KEEN/046/B KEEN/069/A KEEN/173/A KEEN/078/B KEEN/121/B KEEN/063/C KEEN/063/D KEEN/104/C KEEN/104/B KEEN/131/A KEEN/176/A KEEN/167/A KEEN/177/A KEEN/177/B KEEN/174/A KEEN/103/A KEEN/039/B KEEN/172/A KEEN/119/A KEEN/025/A KEEN/139/A KEEN/058/A KEEN/141/A KEEN/030/A KEEN/154/A KEEN/048/A KEEN/084/A KEEN/109/A KEEN/138/A KEEN/018/A KEEN/095/A KEEN/118/A KEEN/075/A KEEN/132/A KEEN/050/A KEEN/050/B KEEN/070/A


Marketing Intervention Information Technology Marketing Intervention Marketing Intervention Product and Service Development Marketing Intervention Marketing Intervention Marketing Intervention Professional support expertise and advice Operations management Information Technology Information Technology Business process reengineering Product and Service Development Information Technology Product and Service Development Marketing Intervention Marketing Intervention Professional support expertise and advice Marketing Intervention Product and Service Development Marketing Intervention Product and Service Development Product and Service Development Operations management Product and Service Development Marketing Intervention Product and Service Development Product and Service Development Product and Service Development Marketing Intervention Marketing Intervention Marketing Intervention Product and Service Development Marketing Intervention Marketing Intervention Marketing Intervention Product and Service Development Business process reengineering Product and Service Development Product and Service Development Product and Service Development

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Project Reference

Main Intervention

Top Level 1

KEEN/064/A KEEN/120/A KEEN/187/A KEEN/079/A KEEN/135/A KEEN/016/A KEEN/043/D KEEN/182/A KEEN/182/B KEEN/185/A KEEN/100/A KEEN/178/A KEEN/067/A KEEN/041/A KEEN/159/A KEEN/125/A KEEN/134/A KEEN/081/A KEEN/024/A KEEN/038/A KEEN/038/B KEEN/038/C KEEN/186/A KEEN/037/A KEEN/166/A KEEN/119/A KEEN/157/A KEEN/184/A KEEN/023/A KEEN/035/A KEEN/102/A KEEN/165/A KEEN/048/A KEEN/074/A KEEN/071/A KEEN/136/A KEEN/027/A KEEN/093/A KEEN/100/A

Risk management Marketing strategy Marketing strategy Marketing strategy Information technology security Research and development Marketing strategy Sales strategy development Marketing strategy Marketing strategy and market research New product development New product development Marketing strategy Product development IT technical support Computer aided design Business process improvement Computer aided design Strategic marketing and brand development New product development Website development Product development Strategic marketing New product design and development New product development Strategic marketing Computer assisted design Business process audit and process improvement Business process improvement Business performance evaluation and business process audit Business process improvement Customer relationship management New health and safety product development Strategic marketing Customer relationship management Marketing strategy development Sales and marketing system development Health and safety management System development

Operations Management Marketing Intervention Marketing Intervention Marketing Intervention Information Technology Product and Service Development Marketing Intervention Marketing Intervention Marketing Intervention Marketing Intervention Product and Service Development Product and Service Development Marketing Intervention Product and Service Development Information Technology Product and Service Development Business Process Reengineering Product and Service Development Marketing Intervention Product and Service Development Information Technology Product and Service Development Marketing Intervention Product and Service Development Product and Service Development Marketing Intervention Product and Service Development Business process reengineering Business process reengineering Operations management Business process reengineering Marketing Intervention Product and Service Development Marketing Intervention Marketing Intervention Marketing Intervention Marketing Intervention Operations management Product and Service Development

The typology of intervention is made up the following reports: 

Typology of Intervention (this document)

 Technical Data on Typologies of Interventions


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1.2 Number and Breakdown of KEEN Projects There were 126 KEEN projects distributed between six participating universities as represented by Figure 1 below, and in Table 1 under Appendices. Pie Chart of Number and Percentage of KEEN Projects Per University

Number and Percentage of KEEN Projects Per University

Birmingham City University, 8, 6%

Staffordshire University, 1, 1%

Worcester Universtiy, 1, 1%

Aston University, 4, 3%

University of Wolverhampton, 44, 35%

Coventry University, 68, 54%

Figure 1: Number and Percentage of KEEN Projects Per University Coventry University had the highest number of KEEN projects at 68 representing 54% of all KEEN projects; this was followed by the University of Wolverhampton with 44 projects accounting for 35% of all KEEN Projects; Birmingham City University had eight projects (6%); Aston University had four projects (3%), and both Staffordshire University and the University of Worcester each had one project, representing 1% each of the total KEEN projects.


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1.3 Main Business Interventions – Top - Level 1 Interventions The result of analysis of the business interventions for all KEEN projects showed there were seven main areas of business interventions (Class 1), as follows:       

Operations management Business process reengineering Product and service development Information technology Marketing interventions Professional support, expertise and advice Human capital management

These are represented by Figure 2 below. Schematic diagram of the level 1 business intervention categories.

Figure 2: Main Business Interventions


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1.4 Number of Business Intervention Per University Partner Further analysis showed that each project had several interventions beyond the initial focus. 617 interventions were provided to SMEs through the 126 KEEN projects. These were categorised into the different classifications presented in Level 1. The number of interventions per university is shown by Figures 3-8 below.

Cov

UoW

Aston

BCU

Staff

Worc.

Total

%

68 Cov

44 UoW

4 Aston

8 BCU

1 Staff

1 Worc.

126 Total

%

Operations Management

27

11

5

4

0

0

47

8%

Business Process Reengineering

44

18

4

4

1

1

72

12%

Product Development

112

73

0

9

0

2

196

32%

Human Capital Management

4

3

0

0

0

0

7

1%

Information Technology

28

10

0

3

0

0

41

7%

Marketing Interventions

63

106

5

21

3

1

199

32%

Professional Support Expertise and Advice

44

10

0

1

0

0

55

9%

322

231

14

42

4

4

617

100%

Number of Projects

Project / Business area of Intervention

Figure 3: Project/ Business Area of Intervention Per University Partner


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Pie Chart of Level 1 Business areas of Intervention for all KEEN projects

BUSINESS AREAS OF INTERVENTION - ALL KEEN PROJECTS Operations Management 7%

Professional Support Expertise and Advice 9%

Business Process Reengineering 12%

Marketing Interventions 32% Product Development 32%

Information Technology 7%

Human Capital Management 1%

Figure 4: Business Areas of Intervention for All Keen Projects Figure 4 above showed the overall breakdown of intervention for all KEEN projects. Marketing interventions and product development were the highest intervention area at 32% each of the overall interventions, with marketing leading in numbers by three, this is followed by business process reengineering at 12%, professional support expertise and advice at 9%, operations management at 8%, information technology at 7%, and human capital management at 1%. The percentage of area of intervention differs among each university partner. The breakdown for each university is shown in Figures 5-8 below.


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Pie Chart of Level 1 Business Area of Intervention for Coventry University KEEN Projects

Business Area of Invention - Coventry University Professional Support Expertise and Advice 14%

Operations Management 8%


Marketing Interventions 19%

Product Development 35%


Human Capital Management 1%

Figure 5: Business Area of Intervention – Coventry University The breakdown of business areas of interventions for Coventry University, as shown in Figure 5 above, reveals that product development at 35% was the highest area of intervention for Coventry University, followed by marketing interventions at 19%, then business process reengineering and professional support at 14% each, information technology at 9%, operations management at 8%, and human capital management at 1%.


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Pie Chart of Level 1 Business area of Intervention for University of Wolverhampton KEEN projects

Business area of Interventions - University of Wolverhampton Operations Professional Support Management Expertise and Advice 5% 4%




Information Human Capital Technology Management 1% 4%

Figure 6: Business Area of Intervention – University of Wolverhampton Marketing interventions (46%), was the highest area of business intervention provided by the University of Wolverhampton, followed by product development at 32%, business process reengineering at 8%, operations management at 5%, and information technology and professional support, which each accounted for 4%.


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Pie Chart of Level 1 Business area of Intervention for Birmingham City University KEEN Projects

Business Area of Intervention - Birmingham City University Professional Support Operations Expertise and Advice Management 2% 10% Business Process Reengineering 10%




Figure 7: Business Area of Intervention – Birmingham City University Birmingham City University had a total of eight keen projects, 50% of which were based on marketing, 21% on product development, and for operations management and business process reengineering this figure was 10% each, followed by information technology at 7%, and professional support at 2%.


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Pie Chart of Level 1 Business Area of Intervention for Aston University KEEN Projects

Business Area of Intervention - Aston University


Operations Management 36%


Figure 8: Business Area of Intervention – Aston University

Aston University had three main areas of business intervention from its four projects, which were marketing (36%), operations management (36%), and business process reengineering at 28%. Business Area of Intervention for the Staffordshire University KEEN Project

Staffordshire University had one project which provided marketing interventions (75%) and business process reengineering (25%). Business Area of Intervention for the University of Worcester KEEN Project

University of Worcester had one project, the intervention provide through this project was product development (50%), business process reengineering (25%) and marketing interventions (25%).


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1.5 Analysis of the Number of Projects and Interventions Per University KEEN projects were analysed and classified under the seven main intervention areas, as noted in section 1.3 above: operations management, business process reengineering, product and service development, information technology, marketing interventions, professional support, expertise and advice, and human capital management. Figure 9 below shows the number of interventions, the number of projects, and average intervention per project for each university. Bar Chart of Projects and Business Interventions for all KEEN Projects

Projects and Business Interventions 350

Number of Projects/Intervetntions

300 250 200 150 100 50 0 Cov

Uow

Aston

BCU

Staff

Worceste r

Projects (Number).

68

44

4

8

1

1

Business Interventions (Number)

322

231

14

42

4

4

Average number of interventions per project (rounded up)

5

5

4

5

4

4

Figure 9: Number of Business Interventions Per University The number of business interventions provided by each university partner’s KEEN projects was analysed, and the findings show that Coventry University, which had 68 projects and offered the highest number of business interventions to SMEs, provided a total of 322 business supports through their 68 projects, an average of five interventions per project. The University of Wolverhampton provided 231 interventions through its 44 KEEN projects, an average of five interventions per project. Aston University provided 14 business interventions through their four KEEN projects giving an average of four interventions per project. Birmingham City University provided 42 WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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interventions through their eight KEEN projects, giving an average of five interventions per project. Both Staffordshire University and the University of Worcester each provided four interventions for their single project. It is should be noted that although Stafford University and University of Worcester each had one KEEN project, each offered four business interventions to each of their SMEs. For example, Staffordshire University provided the company it assisted through KEEN with: 1. 2. 3. 4.

Strategic marketing Market research Marketing communication Business process development

The University of Worcester provided its SME with: 1. 2. 3. 4.

Computer assisted design (CAD) New product development Business process improvement Marketing communication

2.1 Typology of Interventions The typology of interventions is a classification and detailed analysis of the types of business interventions provided to companies through the KEEN programme. An analysis of KEEN project documentation and project plans was conducted, which showed the types of business interventions provided to companies through KEEN. These interventions ranged from operations management related interventions, business process reengineering, product and service development, information technology, marketing interventions, professional support, expertise and advice, and human capital management. The typology has three levels:   

Level 1 classifies by intervention type Level 2 gives more detail about the range of activities in each intervention type Level 3 gives detail about the range of activities in each individual intervention (see the Technical Data report, which is an addendum to this report).

Figure 10 shows a typology map (levels 1 and 2), and graphs 11-24 map the interventions by type (level 2).


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Mapping of Typology of Intervention Overview by Levels 1, 2

Figure 10: Typology of Intervention Overview by Levels 1, 2

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2.2 Level 2 Intervention Detail Typology of Intervention – Operations Management

Figure 11: Typology of Intervention – Operations Management

Typology of Intervention – Business Process Reengineering

Figure 12: Typology of Intervention – Business Process Reengineering WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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Typology of Intervention – Product and Service Development

Figure 13: Typology of Intervention – Product and Service Development

Typology of Intervention – Research and Development

Figure 14: Typology of Intervention – Research and Development WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT?

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Typology of Intervention – Product Commercialization

Figure 15: Typology of Intervention – Product Commercialization

Typology of Intervention – CAD/CAM Technologies

Figure 16: Typology of Intervention – CAD/CAM Technologies


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Typology of Intervention – Mechanical Engineering

Figure 17: Typology of Intervention – Mechanical Engineering

Typology of Intervention – Architectural Design

Figure 18: Typology of Intervention – Architectural Design


24

Typology of Intervention – Information Technology

Figure 19: Typology of Intervention – Information Technology

Typology of Intervention – Marketing Interventions

Figure 20: Typology of Intervention – Marketing Interventions


25

Typology of Intervention – Strategic Marketing

Figure 21: Typology of Intervention – Strategic Marketing

Typology of Intervention – Marketing Management

Figure 22: Typology of Intervention – Marketing Management


26

Typology of Intervention – Professional Support, Expertise and Advice

Figure 23: Typology of Intervention – Professional Support, Expertise, and Advice

Typology of Intervention – Human Capital Management

Figure 24: Typology of Intervention – Human Capital Management


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3.1 Business Intervention Per Project (Level 3) Our analysis shows that although there was a main focus of intervention on each project, typically more than one type of business intervention was provided for each project. An example of this is project reference KEEN/042/A, which had 16 areas of business support provided to the company. This was analysed and classified into eight areas of business intervention. Business Support  Research and Development [1]  Improve efficiencies [4]  Identify and evaluate time efficiencies in CAD [1] [2]  Part automation of specific tasks through software or add-ins [enhancement] [4] [2] [3]  Assist and plan-ahead of company introduction of new electrode sparking machine [1]  Plan for future growth [6]  Increase company capacity for growth [6]  Improve efficiencies and management of digital data [5]  Integrate design function onto the shop floor [2] [4]  Build market and software knowledge of CAD and modern software systems [7]  Build relationship with local motorsport supplier[8]  Provide opportunity for experience and employment of a local graduate [KT]  Improve links and working relationships with local industry [8].  Fill knowledge gap – due to skill shortage in tooling manufacture for the automotive, motorsport, and aerospace industries [2]  Knowledge transfer of skills to evaluate different technical software solutions [1]  Optimising the design of tools, patterns and electrodes [1] [2]  Implementation of software and integration into existing standard working procedures [2] [5]. Note: the number(s) in square brackets provide an audit trail to the business intervention and the business support was classified as below: Business Intervention 1. Research and development 2. Computer aided design (CAD) 3. Product development 4. Business process reengineering 5. Business process improvement 6. Business development and growth 7. Strategic marketing 8. Customer relationship management


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A company often requires more than one area of business intervention. As in above, while the primary focus of the project was CAD, the company also assistance with research and development, business process improvement, marketing, customer relationship management, which are four of the eight intervention provided.

the case required strategic areas of

A detailed analysis of each project’s interventions is available in the Technical Data on Typologies of Interventions report, Dataset 1, which is an addendum to this report. This provides a detailed analysis of each project; it includes:     

Project reference and the university partner managing the project Proposed project Business support Main interventions Classification of interventions into strategic, tactical, and operational types

This is followed by Dataset 2 in the Technical Data report, which is a summary of the main interventions in all KEEN projects.


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4.1 Levels of Intervention The level of intervention for all KEEN projects was analysed to identify the hierarchies of intervention. The hierarchy of intervention shows levels of interventions from the main area of business intervention to sub-classification of interventions. The hierarchies of interventions for all KEENs projects were completed based on the 617 main interventions provided to the 126 KEEN projects. The analysis clearly demonstrates the depth and breadth of business interventions, and the support and assistance offered by KEEN to SMEs in the West Midlands Region.

4.2 Business Area of Intervention Level one intervention is the main business areas where KEEN support was provided. The analysis of the business area of KEEN Intervention was conducted on six university partners, which are Coventry University, the University of Wolverhampton, Aston University, Birmingham City University, Staffordshire University, and the University of Worcester. Seven main business areas of interventions were identified as follows:       

Operations management Business process reengineering Product and service development Information technology Marketing interventions Professional support, expertise and advice Human capital management

The total breakdown of business area of interventions for all projects can be seen in Table 3 of Appendices. Figures 25-31 below provide the level two interventions provided under each of the main areas of interventions.


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Pie Chart of Operations Management Interventions for all KEEN Projects

Operations Management Interventions - ALL KEEN Projects Financial Analysis and Management, 1, 2% Supply Chain Management, 3, 6%

Business performance evaluation, 1, 2% Business Process Audit, 5, 11%

Events Management, 1, 2%

Health and safety management, 1, 2%

Project Management, 14, 30%

Risk Management, 2, 4% Operations management, 7, 15%

Client Management, 6, 13% Logistic Planning, 2, 4%

Business Account Management, 4, 9%

Figure 25: Operations Management Interventions for all KEEN Projects

Project management had the greatest percentage at 30%, which was the highest area of operations management interventions; Coventry University had 57% of all operations management interventions (see Table 4 in the Appendices).


31

Pie Chart of Business Process Reengineering Interventions for all KEEN Projects

Business Process Reengineering - All KEEN Projects

Improve Production and Manufacturing Processes, 2, 3%

Computerization of Manual Process, 6, 8%

Business process reengineering, 12, 17%

Business Process Development, 5, 7%

Business Process improvements, 42, 58%

Business Process Innovation, 5, 7%

Figure 26: Operations Management Interventions for All KEEN Projects

Business process improvement at 58.3% followed by business process reengineering at 16.7% are the highest type of intervention in this category. Coventry University accounted for 61% of all business process reengineering interventions. See Table 5 in the Appendices.


32

Pie Chart of Product and Service Development Interventions for all KEEN Projects

Product and Service Development - All KEEN Projects Building modelling information management , 5, 3%

Quality control, 3, 2%

Architectural design of low carbon buildings, buiding physics expertise, and contruction design, 6, 3%

Mechanical Engineering, 1, 1% Computer Aided Engineering / Finite Element Analysis / Simulation, 2, 1%

Electrical and electronic design, 1, 1% Product life cycle management, 1, 1%

Computer Aided Manufacturing (CAM), 7, 4% Computer Assisted Designs (CAD), 19, 10% Product Commercialization and Product launch, 9, 5%

Research & Development, 31, 16% New Product Development/ New Service Development, 46, 23%

Product Evaluation and testings, 28, 14%

Development of Prototype product, services, or application, 11, 6%

Product Innovation and Improvement, 10, 5% Hardware development and programming, 4, 2%

Software programming and application development, 12, 6%

Figure 27: Product Development Interventions

New product and service development at 23%, followed by research and development at 16%, were the two highest areas of intervention the under product and service development category.


33

Pie Chart of Information Technology Interventions for All KEEN Projects

Information Technology Interventions - All KEEN Projects Designer Specialist - Graphics and film production after effects, 1, 2%

Digital book publishing platform, 1, 2%

Search Engine Optimization, 1, 2%

Implementation of a new IT system, 8, 20% System evaluation and testing, 3, 7%

Web development, design, programming and content updates, 12, 29%

Management Information System (MIS), 1, 3%

Database architecture and design, 4, 10%

Enterprise Resource Planning (ERP), 4, 10% Information Technology (IT) security, 1, 2%

IT Support, helpdesk and technical support, 4, 10%

Safeguard IT intellectual property, 1, 3%

Figure 28: Information Technology Interventions for All KEEN Projects

Web development, design, programming, and content updates at 29.27%, followed by implementation of new IT systems at 19.5% were the two highest areas of intervention under information technology. Coventry University had the highest number of information technology interventions as 68%. See Table 6 in Appendix 3.


34

Pie Chart of Professional Support Expertise and Advice

Professional support expertise and advice -All KEEN Projects

University consultancy, expertise and advice, 8, 14%

Compliance with new government regulations, 4, 7%

Professional support, skills and expertise, 13, 24%

Business continuity and sustainability, 4, 7%

Intellectual Capital and knowledge transfer for future project, 1, 2%

Business Administrative Support, 1, 2%

Increase business capacity, 1, 2%

Business Development and Growth, 23, 42%

Figure 29: Professional support expertise and advice

The highest area of intervention in this category was business development and growth at 41.82%, followed by professional support skills and expertise. Coventry University accounted for 80% of all professional support expertise and advice interventions offered through KEEN, followed by the University of Wolverhampton at 18%. See Table 7 in the Appendices.


35

Pie Chart of Marketing Interventions

Marketing Interventions - All KEEN Projects

Social Media and Online Presence enhancement, 12, 6%

Customer Relations Management, 21, 11% Strategic marketing, marketing plan and business plan, 45, 23%

Digital and Online marketing campaigns, 2, 1%

Business Model Development, 6, 3%

Marketing Promotional Activities and Initiatives, 9, 4% New market penetration, 7, 3%

Sales Promotions, 4, 2% Relationship marketing, 3, 1% Marketing Communication, 23, 12%

Sales and Marketing System, 8, 4% Marketing research, market analysis and market intelligence, 31, 16%

Sales strategy development, 1, 0% Marketing Management, 14, 7%

Brand development and positioning, 13, 7%

Figure 30: Marketing Interventions The two highest areas of marketing interventions were strategic marketing, marketing plan and business plans at 22.6%, and marketing research, analysis and market intelligence at 15.58%. The University of Wolverhampton had the highest number of marketing interventions at 53%, followed by Coventry University at 32%. See Table 8 in the Appendices.


36

Pie Chart of Business Process Reengineering

Business Process Reengineering - All KEEN Projects

Computerization of Manual Process, 6, 8%

Business process reengineering, 12, 17%

Improve Production and Manufacturing Processes, 2, 3%

Business Process Development, 5, 7% Business Process Innovation, 5, 7% Business Process improvements, 42, 58%

Figure 31: Business Process Reengineering The highest type of intervention in this category was business process improvement at 58.3%, followed by business process reengineering at 16.7%. Coventry University accounted for 61% of all business process reengineering interventions. See Table 9 in the Appendices. Human Capital Management Coventry University accounted for three of seven (57%) of the human capital management interventions, followed by the University of Wolverhampton which also had three of seven (43%).


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5.0 Conclusions The overall findings from the hierarchies of interventions showed that 617 main interventions were provided through 126 KEEN projects. Coventry University had the highest number of KEEN projects at 68, representing 54% of all KEEN projects; this was followed by the University of Wolverhampton with 44, accounting for 35% of all KEEN projects, Birmingham City University with eight (6%), Aston University with four (3%), and both Staffordshire University and the University of Worcester with one project, representing 1% each of the total KEEN projects. Coventry University had 68 projects and offered the highest number of business interventions to SMEs, and provided a total of 322 business supports through their 68 projects, an average of five interventions per project. The University of Wolverhampton provided 231 interventions through its 44 KEEN projects, and an average of five interventions per project. Aston University provided 14 business interventions through their four KEEN projects giving an average of four interventions per project. Birmingham City University provided 42 interventions through their eight KEEN projects, giving an average of five interventions per project. Both Staffordshire University and the University of Worcester each provided four interventions for the one KEEN project they had, and hence had an average of four interventions per project. See Table 10 in the Appendices. Marketing interventions and product development were the highest intervention area at 32% each of the overall interventions, with marketing leading in numbers by three. This is followed by business process reengineering at 12%, professional support expertise and advice at 9%, operations management at 8%, information technology at 7% and human capital management at 1%. The percentage of area of intervention differs with each university partner. At the University of Wolverhampton, marketing interventions accounted for 46%, followed by product development at 32%, as the two highest areas of business intervention provided through KEEN. At Coventry University, product development at 35% was the highest area of intervention, followed by marketing interventions at 19%, and business process reengineering at 14%.


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Birmingham City University had a total of eight keen projects, of which 50% were based on marketing, 21% product development, operations management, and business process reengineering at 10% each, followed by information technology at 7%, and professional support at 2%. Aston University had three main areas of business intervention from its four projects, which were marketing (36%), operations management (36%), and business process reengineering at 28%. Staffordshire University had one project which provided marketing interventions (75%) and business process reengineering (25%). The University of Worcester had one project, and the intervention provided through this project was product development (50%), business process reengineering (25%) and marketing interventions (25%). Other significant findings are noted underneath each graph/table in this report.


39

5.0 Appendices – Tables Table 1: Number of KEEN Projects Per University No. of KEEN Projects Per University Coventry University University of Wolverhampton Aston University Birmingham City University Staffordshire University University of Worcester Totals

No. 68 44 4 8 1 1 126

% 54% 35% 3% 6% 1% 1% 100%

Table 2: Number of Main Interventions Per University No. of Main Interventions Per University No. 322 231 14 42 4 4 617

Coventry University University of Wolverhampton Aston University Birmingham City University Staffordshire University University of Worcester Totals

% 52% 37% 2% 7% 1% 1% 100%

Table 3: Business Area of Intervention Business Area of Intervention

Cov

UoW

Aston

BCU

Staff

Worc

Total

Percentage of Total Intervention

Operations Management

27

11

5

4

0

0

47

8%

Business Process Reengineering

44

18

4

4

1

1

72

12%

Product Development

112

73

0

9

0

2

196

32%

Human Capital Management

4

3

0

0

0

0

7

1%

Information Technology

28

10

0

3

0

0

41

7%


63

106

5

21

3

1

199

32%

44 322

10 231

0 14

1 42

0 4

0 4

55 617

9% 100%



40

Table 4: Operations Management Operations Management

Project Management Operations Management Business Account Management Client Management Logistic Planning Risk Management Health and Safety Management Supply Chain Management Financial Analysis and Management Business Process Audit Business Performance Evaluation Events Management Sub-totals Percentage of Operations Management Interventions per University

Cov

Uow

9

4

1

5 4 2 2

1

1

2 1 1

2

Aston

BCU

Staff

Worce

2

1 1 1

1

Total

% of Operations Management Interventions

14 7 4 6 2 2 1 3 1 5 1 1

29.79% 14.89% 8.51% 12.77% 4.26% 4.26% 2.13% 6.38% 2.13% 10.64% 2.13% 2.13% 100%

1

2 1

1

1 27

11

5

4

0

0

47

57%

23%

11%

9%

0%

0%

100%


41

Table 5: Product Development Product Development Interventions

Cov

UoW

Research & Development New Product Development/ New Service Development Product Innovation and Improvement Software Programming and Application Development

15

15

1

25

18

2

6

4

Hardware Development and Programming Development of Prototype Product, Services, or Application Product Evaluation and Testing Product Commercialization and Product Launch Computer Assisted Designs (CAD) Computer Aided Manufacturing (CAM) Computer Aided Engineering / Finite Element Analysis / Simulation Mechanical Engineering Building Modelling Information Management Quality Control Architectural Design of Low Carbon Buildings, Building Physics Expertise, and Construction Design Electrical and Electronic Design Product Life Cycle Management Sub-totals Percentage of Product Development Interventions per University

Aston

11

BCU

Staff

Worcester

Total

% of Product Development Interventions

31 46

15.82% 23.47%

10

5.10%

12

6.12%

4

2.04%

11

5.61%

28 9

14.29% 4.59%

19 7

9.69% 3.57%

2

1.02%

1 5

0.51% 2.55%

3 6

1.53% 3.06%

1 1

0.51% 0.51% 100%

1

1

1

2

1

8 17

2 9

1 2

8 2

16

3

4

1 1

2 1 5 3

6 1 1 112

73

0

9

0

2

196

57%

37%

0%

5%

0%

1%

100%


42

Table 6: Information Technology Information Technology Interventions Implementation of a New IT System System Evaluation and Testing Management Information System (Mis) Enterprise Resource Planning (Erp) Safeguard IT Intellectual Property IT Support, Helpdesk and Technical Support Information Technology (IT) Security Database Architecture and Design Web Development, Design, Programming and Content Updates Search Engine Optimization Designer Specialist - Graphics and Film Production After Effects Digital Book Publishing Platform Sub-Totals Percentage Of Information Technology Interventions Per University

Cov

8 2

UoW

Aston

BCU

Staff

Worcester

1

1 4 1 3

2

7 1

Total

% of Information Technology Interventions

8

19.51%

3 1

7.32% 2.44%

4 1 4

9.76% 2.44% 9.76%

1

2.44%

4 12

9.76% 29.27%

1 1

2.44% 2.44%

1

2.44% 100%

1

1 1

1

4

1

1 1 28

10

0

3

0

0

41

68%

24%

0%

7%

0%

0%

100%

Coventry University had the highest number of information technology interventions as 68%. The two highest areas in technology interventions were web development at 29.27%, followed by implementation of new IT systems.


43

Table 7: Professional Support Expertise and Advice Professional Support Expertise and Advice Interventions

Professional Support, Skills and Expertise Intellectual Capital and Knowledge Transfer for Future Project Business Development and Growth Plan for Future Growth Increase Business Capacity Business Administrative Support Business Continuity and Sustainability University Consultancy, Expertise and Advice Compliance with New Government Regulations Sub-Totals Percentage of Professional Support Expertise and Advice per University

Cov

UoW

11

2

Aston

BCU

Staff

Worcester

Total

% of Professional Support Expertise and Advice Interventions

13

23.64%

1

1.82%

1

23 0 1 1

41.82% 0.00% 1.82% 1.82%

2

2

4

7.27%

7

1

8

14.55%

3

1

4

7.27%

44

10

0

1

0

0

55

100%

80%

18%

0%

2%

0%

0%

100%

1 19

3

1

1

Coventry University accounted for 80% of all professional support expertise and advice interventions offered through KEEN, followed by the University of Wolverhampton at 18%. The highest area of intervention in this category was business development and growth at 41.82%, followed by professional support skills and expertise.


44

Table 8: Marketing Interventions Marketing Interventions Strategic Marketing, Marketing Plan and Business Plan Business Model Development New Market Penetration Sales and Marketing System Sales Strategy Development Brand Development and Positioning Marketing Management Marketing Research, Market Analysis and Market Intelligence Marketing Communication Relationship Marketing Sales Promotions Marketing Promotional Activities and Initiatives Digital and Online Marketing Campaigns Social Media and Online Presence Enhancement Customer Relations Management Sub-totals Percentage of Marketing Interventions per University

Cov

UoW

Aston

BCU

Staff

11 6 1 1

24

3

6

1

4 3 1

2 4

2 9

8 5

3

6 2

2 2

2

22 16 3 2

8

1

1

1 1

Worcester

1

Total

% of Marketing Interventions

45

22.61%

6 7 8 1 13

3.02% 3.52% 4.02% 0.50% 6.53%

14 31

7.04% 15.58%

23 3 4 9

11.56% 1.51% 2.01% 4.52%

2

1.01%

12

6.03%

21

10.55% 100%

2 6 9 63

6 9 106

1 5

2 21

3

1

199

32%

53%

3%

11%

2%

1%

100%

The two highest areas of marketing interventions were strategic marketing, marketing plan, and business plans at 22.6%, and marketing research, analysis and market intelligence at 15.58%. The University of Wolverhampton had the highest number of marketing interventions at 53%, followed by Coventry University at 32%.


45

Table 9: Business Process Reengineering Business Process Reengineering Interventions

Cov

UoW

Business Process Reengineering Business Process Development Business Process Innovation Business Process improvements Improve Production and Manufacturing Processes Computerization of Manual Process Sub-totals

10 3 2 23

2 1 3 11

3

4 44

1 18

1 4

4

1

61%

25%

6%

6%

1%

Percentage of Business Process Reengineering Interventions per University

Aston

BCU

Staff

Worcester

Total

% of Business Process Reengineering Interventions

12 5 5 42 2

16.67% 6.94% 6.94% 58.33% 2.78%

6

8.33%

1

72

100%

1%

100%

1 4

1

2

Business process improvement at 58.3% followed by business process reengineering at 16.7% were the highest type of intervention in this category. Coventry University accounted for 61% of all business process reengineering interventions.


46

Table 10: Business Intervention Analysis Business Area of Intervention Operations Management

No

47

%

Interventions 8%

Project Management Operations Management Business Account Management Client Management Logistic Planning Risk Management Health and Safety Management Supply Chain Management Financial Analysis and Management Business Process Audit

Cov

Uow

9

4

1

5 4 2 2

1

1

2

2

1 1 1

1 1

1

Business Performance Evaluation Events Management Sub-totals As a percentage of total intervention per university Business Process Reengineering

72

12%

Business Process Reengineering Business Process Development Business Process Innovation Business Process Improvements Improve Production and Manufacturing Processes Computerization of Manual Process Sub-totals As a percentage of total intervention per university

Product Development

196

32%

Research & Development New Product Development/ New Service Development Product Innovation and Improvement Software Programming and Application Development Hardware Development and Programming Development of Prototype Product, Services, or Applications Product Evaluation and Testing Product Commercialization and Product Launch Computer Assisted Designs (CAD) Computer Aided Manufacturing (CAM)

Architectural Design of Low Carbon Buildings, Building Physics Expertise, and Construction Design Electrical and Electronic Design Product Life Cycle Management Sub-totals As a percentage of total intervention per university Human Capital Management

7

BCU

Staff

Worcester

2 1

2

1

Total

Percentage of total Interventions

14 7 4 6 2 2 1 3 1

2.27% 1.13% 0.65% 0.97% 0.32% 0.32% 0.16% 0.49% 0.16%

5 1

0.81% 0.16%

1

0.16% 8%

1 1 27

11

5

4

0

0

47

8%

5%

36%

10%

0%

0%

8%

10 3 2 23

2 1 3 11

1 3

4

1

12 5 5 42 2

1.94% 0.81% 0.81% 6.81% 0.32%

6

0.97% 12%

2 4 44

1 18

1 4

4

1

1

72

14%

8%

29%

10%

25%

25%

12%

15

15

1

25

18

2

6

4

11

31 46

5.02% 7.46%

10

1.62%

12

1.94%

4

0.65%

11

1.78%

28 9

4.54% 1.46%

19 7

3.08% 1.13%

2

0.32%

1 5

0.16% 0.81%

3 6

0.49% 0.97%

1 1

0.16% 0.16% 32%

1

1

1

2

1

8 17

2 9

1 2

8 2

16

3

4

Computer Aided Engineering / Finite Element Analysis / Simulation Mechanical Engineering Building Modelling Information Management Quality Control

Aston

1 1

2 1 5 3

6 1 1 112

73

0

9

0

2

196

35%

32%

0%

21%

0%

50%

32%

4 4

3 3

0

0

0

1%

1%

0%

0%

0%

1% Human resource management, staff training and development Sub-totals As a percentage of total intervention per university

7

1.13%

0

7

1%

0%

1%


47

Business Area of Intervention Information Technology

No

41

%

Cov

Interventions

System Evaluation and Testing Management Information System (Mis) Enterprise Resource Planning (Erp) Safeguard IT Intellectual Property

8 2

Database Architecture and Design Web Development, Design, Programming and Content Updates Search Engine Optimization Designer Specialist - Graphics and Film Production After Effects Digital Book Publishing Platform Sub-totals As a percentage of total intervention per university

32%

Strategic Marketing, Marketing Plan and Business Plan Business Model Development New Market Penetration Sales and Marketing System Sales Strategy Development Brand Development and Positioning Marketing Management Marketing Research, Market Analysis and Market Intelligence Marketing Communication Relationship Marketing Sales Promotions Marketing Promotional Activities and Initiatives

Social Media and Online Presence enhancement Customer Relations Management Sub-totals As a percentage of total intervention per university

9%

Professional Support, Skills and Expertise Intellectual Capital and Knowledge Transfer for Future Project Business Development and Growth Increase Business Capacity Business Administrative Support Business Continuity and Sustainability

617

Worcester

100%

1

Total

Percentage of total Interventions

0 8

0.00% 1.30%

3 1

0.49% 0.16%

4

0.65%

1

0.16%

4

0.65%

1

0.16%

4

0.65%

12

1.94%

1 1

0.16% 0.16%

1

0.16% 7%

1 3

1

1 2

7 1

1

1

4

1

1 1 28

10

0

3

0

0

41

9%

4%

0%

7%

0%

0%

7%

11 6 1 1

24 4 3 1

2 4

2 9

8 5

3

6 2 2

22 16 3 2

8

1

Digital and Online Marketing Campaigns

55

Staff

4

Information Technology (IT) Security


BCU

1

IT Support, Helpdesk and Technical Support

199

Aston

7% Implementation of a New IT System


Uow

3

1

6

2 2

45

7.29%

6 7 8 1 13

0.97% 1.13% 1.30% 0.16% 2.11%

14 31

2.27% 5.02%

23 3 4 9

3.73% 0.49% 0.65% 1.46%

2

0.32%

12

1.94%

21

3.40% 32%

1

1 1

1

2 6

6

9 63

9 106

1 5

2 21

3

1

199

20%

46%

36%

50%

75%

25%

32%

11

2

2.11% 13 1

0.16%

23

3.73%

1 1 4

0.16% 0.16% 0.65%

8

1.30%

4

0.65% 9%

1 19 1

3

1

1 2

2

7

1

3 44

1 10

0

1

0

0

55

14%

4%

0%

2%

0%

0%

9%

Grand – Total

322

231

14

42

4

4

617

Percentage Intervention per University

52%

37%

2%

7%

1%

1%

University Consultancy, Expertise and Advice Compliance with New Government Regulations Sub-totals As a percentage of total intervention per university


100%

48

6.0 References Webb, C. (2014) What are business intervention strategies? Small Business Chronicles. Accessed [online] on [9

th

April 2015] < http://smallbusiness.chron.com/business-intervention-strategies-5151.html>


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