Digitalisation Guide for

Network members

April 2023

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About this Guide:

Our aim is:

• To understand the Digital concepts

• To provide a step-by-step approach for Digitalisation
• To share knowledge and examples from the Network and
beyond

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Chapters:

• Introduction
• Digitalisation
• Digital Transformation (DT)
• Business Model (BM)
• Network Services Provision
• Best Practices
• Success Stories

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Introduction

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The broader framework of Business
Transformation
Entrepreneurship is evolving. Businesses are changing.

Business transformation is an umbrella term for making fundamental changes in

how a business or organization runs. This includes personnel, processes, and
technology. These transformations help organizations compete more effectively,
become more efficient, or make a wholesale strategic pivot.

Different types of modern Business Transformation:

Transformation has become a big business buzzword. Technological developments

create a need for digital transformation. Climate change creates a need for green
transformation. Shocks, such as Covid-19 or the war in Ukraine, create a need for
crisis transformation [resilience].

See more here.

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Business Transformation: connection
to Digital

Digital Transformation & Digitalisation are

components of the broader Business
Transformation of a company.

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Advantages of Digital solutions:

According to scientific literature and market surveys, companies realize significant benefits in:

• Profitability – Growth - New ways to have income

• Flexibility
• Customer retention/loyalty
• Employee satisfaction
• Making better decisions
• Improving operational processes & efficiency
• Competitiveness advantage

Drivers (factors that presses companies towards Digital):

• Customers are more & more demanding 🡪 they expect companies to listen, understand,
and be flexible about the evolution of their needs
• Competition in global scale.
• Employees expectations for a modern management
• Availability of Data (see next slide)

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Data is driving Digitalisation:

You may also read

that: “data is the new oil”.

Volume of global Data (Statista, 2021)

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Basic Digital technologies, enabling
Digitalisation:
• Social media
• Mobile technologies
• Cloud technologies
• Big Data analytics
• Internet of Things
• Robots & automation
• 3D printing
• Artificial Intelligence
• Cyber-security
• Blockchain
• And any other Digital technology could help

Tip: A Network member could search for a brief description of the above technologies. Slides
following with brief explanations.

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Basic Digital technologies briefly
explained:
• Social media: digital platforms that allow users to create, share, and
exchange information, opinions, and content (examples: Facebook,
Instagram, Twitter).
• Mobile technologies: devices and applications that allow users to
access and interact with digital content on-the-go (examples:
smartphones, tablets, mobile apps).
• Advanced manufacturing solution: technologies that enhance the
efficiency and productivity of manufacturing processes (examples:
robots and automation, 3D printing).
• Robots & automation: machines and systems that can operate
autonomously or with minimal human intervention, performing
repetitive or dangerous tasks (examples: drones, factory robots, self-
driving cars).

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Basic Digital technologies explained
(2):
• 3D printing: additive manufacturing technology that creates complex
and customized objects from digital models, layer by layer (examples:
medical implants, product prototypes, aerospace components).
• Augmented reality: technology that superimposes digital information
onto the real-world environment, typically viewed through a
smartphone or other device
• Simulation: The use of computer models to simulate real-world
scenarios, allowing for testing and optimization of various processes
and systems (examples: flight simulators, weather forecasting models)
• Horizontal/Vertical integration: integration of various systems and
processes within a company (vertical) or across companies and
industries (horizontal) to create more streamlined and efficient
operations.

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Basic Digital technologies explained
(3):
• Industrial internet\ Internet of Things: internet-connected devices and
sensors to collect and analyze data in order to improve manufacturing
processes and increase efficiency.
• Cloud technologies: on-demand computing resources, such as storage,
applications, and services, delivered over the internet (examples: Amazon Web
Services, Microsoft Azure, Google Cloud).
• Cyber-security: protection of computer systems and networks from theft,
damage, or unauthorized access (examples: firewalls, encryption, antivirus
software).
• Big Data analytics: processing and analysis of large and complex data sets to
extract insights and inform decision-making (examples: Hadoop, Spark,
Tableau).
• Artificial Intelligence: development of intelligent machines that can perform
tasks that typically require human-like perception, reasoning, and
learning (examples: speech recognition, image analysis, chatbots).

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Digital technology becomes more
affordable:

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Two types of Digital changes in a
company:
Companies are changing by using Digital solutions.
These changes are usually falling under the concepts of:

• Digitalisation
• Digital Transformation (DT)

They are both affecting the Business Transformation of a

company. Digitalisation less, Digital Transformation a lot.

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Explaining the Digital terms &
concepts:
We see many terms such as: Digitisation, Digitalisation, Digital Transformation (DT), Digital
Strategy, Digital Factory (Industry 4.0) etc.

There is not a single definition for those, commonly accepted!

On the contrary, there are numerous definitions, making understanding of Digital terms difficult
and creating:
Example: “More recently, the concept of Industry 4.0
has emerged. However, this concept is complex to
define. The German telecommunications association
BITKOM reveals more than 100 different definitions
of Industry 4.0”.

Example 2: “analysis of 134 well-received, published

definitions of DT that significantly differentiates from
other related terms in the literature”. Conclusion:
“The concept of “Digital transformation” is seriously
affecting its credibility, and it is creating much
confusion in both research and academic fields”.
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Who is finally Digitalised?

As a result of the many definitions and lack of

standardization, there is no official “certification”
that a company is “Digitalised” or “Digitally
Transformed” or following “Industry 4.0”.

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Distinguish between Digitalisation &
Digital Transformation:
We need to distinguish Digitalisation & Digital Transformation. In many cases, people confuse
these two terms.

They differ a lot. First, in terms of the value produced within the company. Secondary, in terms
of the changes needed. DT is more demanding & with more risk but could produce more value.

Digitalisation can take place with no intention, or with little planning. For example, a company
could simply install an application (such as CRM or ERP etc). Digital Transformation is a much
bigger project that requires lot of efforts, the commitment of the company and well planned
actions in order to succeed.
There is a connection: massive Digitalisation is used for achieving Digital Transformation.

Our Network is meant to provide Digitalisation services. But we are free to help a more
ambitious and complex change, the Digital Transformation.

More about them later.

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The stairway to the Digital “heaven”:

Digital Transformation (DT)

Digitalisation

Digitisatio
n
Note: this scheme was taken out from the proposal of many scientists for achieving DT.

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Digitisation:

Digitisation 🡪 Converting data to a digital format.

Example 1: scanning paper documents or photographs and saving them.

Example 2: transfer audio, such as music, speeches and interviews into digital
format.

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Digitalisation

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Digitalisation (one definition):

Digitalisation is the use of digital technologies to change a business model and

provide new revenue and value-producing opportunities.

The aim is to create new value, by using digital technology! In the same time, the
Business Model is changing (a little or more).

Note: value is not always connected to financial benefit. For example, data that
being analysed and used for decision making is also a significant value. Publicity or
positive opinion is also of a great value.

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Examples of Digitalisation (1):

Digitalise a factory by interconnecting machines to increase the

efficiency of the product line. Leading to better usage of resources, faster
& more flexible production = creates value.

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Examples of Digitalisation (2):

Digitalise the data collection concerning customers, their feedback, reactions &
needs by using Social Media and data analysis. Value produced: introducing new
products, more often, with less time spent for designing, closer to what clients are
demanding, providing better services to clients. These could create more income,
increased satisfaction, understanding client’s needs, better interaction.

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Examples of Digitalisation (3):

TITAN is a large traditional cement producer. The challenge was to be more

productive with less energy needed. An AI solution provided from a start-up. The
solution was applied to control the process of a grinding mill, used for cement
production, in a factory of the company. This helped TITAN to increase by 10-15%
the speed of production. Later, sensors added more 8-10%.
More about this example, as well as others for AI used by Greek firms can be found
here.

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Examples of Digitalisation (4):
Need: One of the world’s leading players in offering innovative solutions for gardening, agriculture, forestry and
industry would like to improve the commercial phase of product presentation.
Digital solution: Together with a startup, they develop a web-based augmented reality applications (WebAR)
for the virtual presentation of products.
Value: This type of activity has allowed, given the excellent yield and visual perception of the objects, to present
products all over the world without having prototypes. In addition, the augmented reality improve all the different
stages of product development: from the design (product validation) to the product presentation
(industrialization). They started to create a mockup of a trimmer and chainsaw and then to apply to the main
products.

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Examples of Digitalisation (5):

Building information modeling (BIM) is a process supported by various

tools, technologies and contracts involving the generation and
management of digital representations of physical and functional
characteristics of places. Building information models (BIMs) are computer
files (often but not always in proprietary formats and containing proprietary
data) which can be extracted, exchanged or networked to support
decision-making regarding a built asset. BIM software is used by
individuals, businesses and government agencies who
plan, design, construct, operate and maintain buildings and
diverse physical infrastructures, such as water, refuse, electricity, gas,
communication utilities, roads, railways, bridges, ports and tunnels.

See https://en.wikipedia.org/wiki/Building_information_modeling

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Examples of Digitalisation (6):
Need: One of the world’s leading players in design and production of automatic machines for the processing and
packaging of pharmaceutical, cosmetic, food, tea and coffee products would like to improve the full production
efficiency in the manufacturing world.
Digital solution: They develop equipment capable of autonomously manage the production and self-regulate
through empowered algorithms and superior control logics.
Value: This type of activity has allowed customers to increase production efficiency, planning of corrective
actions to optimize processes, avoiding damage and malfunctions by setting predictive strategies. The company
has created new value-added services and laid the foundations for a change in the business model (from
traditional to machine-as-a-service).

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To note…….

Digital Technologies can have different impact,

different types of applications, on different industrial
or market sectors, and it is key to analyse the
impact on a case by case basis. When assessing
clients, there is no “one-size-fits-all” solution.

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Digital Transformation (DT)

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Digital Transformation (DT):
What is it? It’s a type of business transformation, supported by Digital technologies.

One definition:
Companies use multiple new digital technologies, enhanced with ubiquitous connectivity,
with the intention of reaching superior performance and sustained competitive advantage, by
transforming multiple business dimensions (such as the business model, the customer
experience, their operations and simultaneously impacting employees and networks), (Mariam
et al., 2017).

Note: The above definition shows that DT is, somehow, a massive & coordinated Digitalisation
concept, in which the company changes a lot (multiple business dimensions) in order to reach
superior performance and competitive advantage (=more ambitious concerning the value to be
created).

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DT: more definitions

The use of technology to radically improve performance or reach of enterprises

(Westerman et al., 2014), (Karagiannaki et al., 2017).

Note: very broad definition with emphasis to the radical change.

Digital transformation as encompassing the digitization of sales and

communication channels and the digitisation of a firm's offerings (products
and services), which replace or augment physical offerings. Furthermore, digital
transformation entails tactical and strategic business moves that are triggered by
data driven insights and the launch of digital business models that allow new
ways of capturing value (Horlach et al., 2017).

Note: emphasis is given to digital offerings and digital business models.

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And more definitions of DT:

Digital transformation is concerned with the changes digital technologies can bring about in
a company's business model, which results in changed products or organizational
structures or the automation of processes (Hess, Benlian, Matt, & Wiesböck, 2016).

Note: again, the changes in Business Model, but also new products and organizational
changes.

In the general sense, the DT can be defined as the modification (or adaptation) of business
models, resulting from the dynamic pace of technological progress and innovation that
trigger changes in consumer and social behaviors (Kotarba, 2018).

Note: again, the changes in Business Model but also the “pressure” for responding to client’s
needs.

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So, what is eventually DT?

It is possibly the convergence of (most) definitions like the following:

• Usage of digital technologies

• Change of the business model (or adopt a new one)
• Creation of (new) value (income, knowledge, reputation etc)
• Increased interconnection with clients, employees and external collaborators

It is an organisational change. It is not about the technology, “but rather about a radical
strategic and cultural change within the organization” (von Leipzig et al., 2017).

Supported by the development of IT technologies and the available (Big) Data.

A massive Digitalisation plan, along with organizational restructure, with the ambition to
achieve superior performance.

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The importance of Digital
Transformation (DT):
DT is considered to be one of the major challenges in all
industries in recent years, without exception (Schuchmann &
Seufert 2015).

It is anticipated that companies that are unable to adapt to the

digital world will undoubtedly fall victims to “digital
Darwinism”, where incumbents may disappear and only the most
adaptable enterprises, responsive to technological trends, will
survive to remain on the competitive landscape (Schwartz 2001).

Note: the above statement is not accepted by all scientists.

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Examples of Digital Transformation :

Airbnb:
When Airbnb launched in 2008, longstanding hospitality companies
didn’t foresee how the home-share startup would disrupt their
industry. By 2015, Airbnb would surpass Marriott in market
valuation and forever change the hospitality industry.
The inception of the company based on a fully digital offer. This
offer is a part of it’s unique digital Business Model. It offers a
new customer experience and digital operations. The company
created new value for the company by interconnecting clients with
home-owners.

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Examples of Digital Transformation (2):

Netflix:
Netflix had initially a pay-per-rental model (DVD sales and rent-by-mail services). Netflix anticipated a change
in customer demand with rising digitalisation and provided online entertainment, subscription-based,
wiping out the movie rental industry, entirely.

The approach
• In 2007, Netflix launched a video-on-demand streaming service to supplement their DVD rental service
without any additional cost to their subscriber base.
• It implemented a simple and scalable business model and infused 10% of its budget in R&D consistently.
• The company has an unparalleled recommendation engine to provide a personalized and relevant
customer experience.

The value
• Netflix is the most popular digital video content provider with over 85% market share.
• Netflix added a record 36 million subscribers directly after the start of the COVID-19 pandemic.

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Examples of Digital Transformation (3):
Under Armour diversified from an athletic apparel company to a new data-driven digital business stream to
transform the fitness industry.

Overview of the digital transformation initiative:

Under Armour introduced the “Connected Fitness” app, by providing a platform to track, analyse and share personal health
data directly to its customers’ phones.

The approach:
Company acquired several technology-based fitness organizations such as MapMyFitness, MyFitnessPal and the
Endomondo app to obtain the required technology and an extensive customer database.
The app provides a stream of information, identifying fitness and health trends. For example, Under Armour (Baltimore)
immediately recognized a walking trend that started in Australia, allowing them to deploy localized marketing efforts way
before their competitors knew about it.
Company merged its physical and digital offerings to provide an immersive customer experience via products such as
“Armourbox”. The company urged its customers to go online and share their training schedule, favourite shoe style, and
fitness goals. It used advanced analytics to send customers new shoes or apparel on a subscription basis.

The value
• Under Armour created a digital brand with a strong consumer focus, agility, and change culture.
• With the Connected Fitness app, it provided a customer experience tailored to each consumer.

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Examples of Digital Transformation (4)
Sophos: implemented Salesforce to streamline its business and manage customer relations more effectively.

Overview of the digital transformation initiative:

Sophos went live with Salesforce to accelerate its sales process, enhance sales productivity, and increase the number of
accounts won. However, the complex interface and regular updates of Salesforce resulted in a decreased ROI.

The approach:
• Sophos implemented Whatfix to provide interactive, on-demand training that helped users learn the flow of work. The
24/7 availability of on-demand self-support, contextual guidance, and smart tips allowed Sophos to manage its
new CRM implementation effectively.
• It unified internal communications using Whatfix content. First, they created walkthroughs for the basic functionality
of Salesforce such as lead management, opportunities, etc. Next, they moved to slightly more complex features that
their users were uncomfortable with and created guided walkthroughs and smart pop-ups. Sophos also used Whatfix
to align the sales and product management teams by embedding videos and other media to unify product
communication instead of relying on various communication tools.

The value
• Sophos experienced a reduction in sales operations support tickets globally by 15% (~12,000 tickets). It saved 1070
man-hours and achieved an ROI of 342%.

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Examples of Digital Transformation (5):
Hilti: From a tool manufacturer to a tool management provider

The company:
Hilti is a family-owned business and was found 1941 in Schaan in the Principality of Liechtenstein. After the second
worldware the started in 1950 with fastening technology and in 1967 with the most famous electropneumatic hammer
drills.

The approach:
They provide several service and software solutions to enable the digital transformation of building site of all sizes.

Their DT is based on four fields:

• Multichannel approach to make enhance customer experience and availability
• Internet of Things: ON!Track allows costumers to measure the usage of tools and products, also of non-Hilti products
• Digital Design: Supporting building site management with BIM services
• Digital Account Manager: making the right information available to the sales team and customers

The future:
Hilti will fully focus on further software developments. Target group is building companies from 50 – 200 employees,
because there is no appropriate solution available on the market.

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Examples of Digital Transformation (6):
TRUMPF: offers a new business model (pay-per-part) to utilize spare machine capacity

Overview of the digital transformation initiative:

TRUMPF created a new digital pay-per-part business model for its full-service laser machine to focus better on customers’
needs: shortage of skilled workers in industrial manufacturing, more add-on services which can boost their productivity
and competitiveness.

The approach:
• In these times of skilled-labor shortages, many companies are having problems sourcing suitable employees to
program and operate their machines. This is when sheet-metal processors can benefit from the pay-per-part model.
• The new model means that companies can operate their machines around the clock without having to hire new
labor. It also enables automatic and economic production of small batches – provided that the minimum agreed level
of capacity utilization is met.
• TRUMPF is able to set up the machine to the customer’s exact requirements and leverage data analytics to obtain
maximum productivity.

The value
Pay-per-part customers are only charged for parts that are actually manufactured. This new business model has boosted
productivity by as much as 50 percent.

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Network services supporting Digitalisation

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Getting back to our business:

We included information about the Digital Transformation (a high-level topic) in

order to give a better understanding, as well as to distinguish Digitalisation and DT.

Our Network provides Digitalisation services. Our aim is to reach suitable

SMEs, as recipients of our advisory services that will help them to achieve
Digitalisation. Partnering service is also possible when we find a suitable Digital
technology from abroad (only one KPI3 element will be reported).

In this process, we need to find suitable SMEs knowing that:

Opportunity: SMEs are flexible enough to change

Obstacle: they don’t know how, they have limited resources

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How will our Network ignite & support
Digitalisation?
Network advisors must be capable to follow the next steps:

• Explain the concept & opportunities of Digitalisation to one or many SMEs

(KPI1). Example: organize promotional events for Digitalisation to many SMEs
(as a topic in an info-day, as a more focused webinar or training). Or, speak
about it in a company visit.
• Then, support closely an interested SME, through a client-journey (KPI2) to
succeed in Digitalisation.
• Provide an advanced Advisory (or Partnering service) that will help the company
to achieve Digitalisation (KPI3).

Most promising SMEs are not the technology providers but the ones that
would be technology adopters (or integrators)!

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Where to go for “fishing” and how?

You can use:

One-to-one advisory: such as a company visit

One-to-many: Organize events for Digitalisation such as info-days, workshops,
trainings, B2Bs etc

Main Target: (groups of) companies that would benefit from the use of Digital
technology, helping them to realize significant improvements (=creating value) and
to change (a little or lot) their Business Model (how do they do their business).

Secondary Target: Digital technology providers with an offer that could easily help
SMEs to achieve Digitalisation.

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Get in touch with an SME client:

In any case, you have to discuss with an SME client

about how they have organised their business.

Then, you need to find “gaps” or “opportunities” in

which the Digital technology can help to create value for
the company.

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Alignment of digitalisation with
Business Intentions:
During the discussion with the SME, Network advisor should try to discover the business intentions of the
company, not to “sell” Digitalisation services.

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Get in touch with providers of funding
(EU/country/region/other):
A lot of initiatives and funding opportunities for Digitalisation are running or
will do soon.

It is important to connect with these regional/national/EU players and

programmes and promote this information to your clients. Later, for
interested clients 🡪 help them to apply and win funding (KPI3).

Especially, for EU funding, there is the “Digital Funding programs &

initiatives” sub-group of the SG Digital that collects many of them.

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Overview of the regulatory framework

Digitalisation and Digital Transformation require a new regulatory framework that

touches upon all sectors and how digital technologies are used.

On next slide we have some of the regulatory developments that are either under
discussion or are recently being implemented.

We included not only the EU level policy and regulatory trends but also some
important global aspects. This is important in order to get the overall picture of the
EU’s Digital future within the dynamic and changing world.

The regulatory framework is a topic for providing advisory services from the
Network.

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 Overview of the Regulatory Framework:

Web 3.0 and The Metaverse Cybersecurity Autonomous Cryptocurrency

the next web • Metaverse Industry • Cybersecurity vehicles • EU's Markets in Crypto-
Promotion Act of South Resilience Act Ford: "the large-scale Assets (MiCA)
• EBSI, Blockchain and
Korea • Cybersecurity Act profitable regulations
DLTs
• European approach to • Critical Information commercialisation of self- • Regulatory arbitrage
• Cryptocurrencies and
the metaverse centred Infrastructure (CII) driving cars was further away and investor protection
NFTs
on European values, • Supply Chain Risks - than expected and ‘profitable, • CBDC
• Metaverse(s) and
such as safety, Software Bill of fully autonomous vehicles at
AR/VR
interoperability, and Materials (SBOMs) scale are a long way off’.
• Convergence with other
emerging technologies
democratisation • Cybersecurity capacity-
• Can we regulate for building
such as ChatGPT
safety?

Digital Skills for the Digital Future

DigiComp Framework and European Cybersecurity Skills Framework
(ECSF)

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 Overview of the Regulatory Framework
(2):
Infrastructure AI policy Space Sustainability Data Standardisation
and supply chain • EU AI Act How will space • EU Data Act • EU-US Trade and
security in the EU • AI Risk Management sustainability rules limit the • EU-US Data Deal Technology Council
Framework of US impact of mega- • GDPR • Connectivity Standards
• Chips Act
constellations? Alliance
• Network and
• 5G standards and
Information Security
EU-US-China Relations discussions for 6G
Directive (the NIS2
Involving with a systemic rival networks
Directive)
• Open Internet
• Critical Entities
Standards
Resilience Directive
(CER)
• Digital Operational
Resilience Act (DORA)

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5 Practical topics for starting
Digitalisation:
According to the scientific literature these are the most suitable topics for
Digitalisation:

1. change processes by adding digital technology

2. connect customer & firm (this is also the topic preferred by large
companies for starting their DT journey)
3. connect machines with each other
4. exploit effectively the data & generate new knowledge
5. generate new business opportunities

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1) Business Processes

Ask your client how he/she manages the usual business processes:

Operational processes: taking customer orders, processing product payments, managing bank
accounts

Supporting processes: accounting, HR management, workplace safety

Management processes: internal communications, governance, strategic planning, budgeting,

infrastructure or capacity management

Propose to change processes by adding digital technology:

There are many software solutions that manage business processes such as ERP, MES, MRP,
CRM, web portals & apps for ordering etc.

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2) Customer connection

Ask your client how he/she connects customer & firm:

Does your client use: social media, dedicated platforms, dedicated

digital points of contact etc.?

Propose your client to use Digital solution(s) and to analyze the

data.

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3) Connect machines

Ask your client if he/she has production and machines.

Then suggest to connect the machines with:

• IoT applications
• Sensors are integrated within the production\warehouse to collect real-
time data about their condition and performance
• Radio Frequency Identification (RFID) tags are attached to track and
manage them and to to read and capture information stored on a tag

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4) Data & new knowledge

Ask your client if they generates any data, if he/she could use data for:

• Increase efficiency and productivity

• Improve decision-making abilities
• Optimize inventory performance
• Improve employee engagement efforts
• Understand customers better
• Improve customer experience
• Optimize the recruitment process
• Move past the competition
• Personalize the next-best-action for every customer
• Adapt forecasts quickly
• Make the supply chain more efficient

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5) New business opportunities

Ask your client if they could bring new business offer to their market. Then,
help them understand that the usage of Digital technology could help to
generate new business opportunities:
• Reshape customer value propositions
• Transform operations
• Increase flexibility
• Increase responsiveness to fast‐changing customer requirements
• Create greater customer interaction and collaboration
• Develop a customer‐centred business
• Optimize all elements of the value chain

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Another source for Digitalisation topics is
the EC Digital Intensity Index (DII) for
Measuring the Digitalisation in SMEs:
Find suitable Digitalisation topics at the large gaps between SMEs & large companies (2019 data):

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Some examples of real Digitalisation
needs from large companies:
Taken from the MWC OPEN INNOVATION CHALLENGE, with 83 requests from large
companies. These challenges are looking for smaller companies to respond.

HP is a technology company that believes that one idea can change the world. It provides
technology products (PC, printers) and services for consumer, medium business and enterprise.

1) Health Care conditions

Healthcare care coordination:
a. Workflow digitisation
b. Care coordination improvements/Telemedicine and collaboration
2) Hybrid work collaboration and productivity solutions leveraging data/telemetry.

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Some examples of real Digitalisation
needs (2):
REIG JOFRE, pharmaceutical company listed on the Spanish stock exchange,
dedicated to the research, development, manufacture and marketing of
pharmaceutical products and food supplements.

1) We are looking for solutions that enhance customer engagement and brand
loyalty for our food supplements and cosmeceuticals. Especially, targeting young
people from 20 to 30 years old.
2) We are looking for real-life feedback to detect unmet needs for a better QoL
and wellbeing of our customers. We pursue the development of new ideas and
product concepts.
3) Promote the digital relationship between doctors and pharmacies and
provide them with additional services and content. Also, support pharmacies in their
relationship with their customers.

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Some examples of real Digitalisation
needs (3):
LG Future Home is the venture client unit of LG Electronics and their Home Appliance & Air
Solution business unit. 🡪 Future transformation of Home Appliance and Air Conditioning
systems:

Examples:
• What are key digital transformations that can be expected in the home appliance and air
conditioning businesses?
• How can the home appliance and air conditioning business change in order to promote
sustainable growth?
• How can digital transformation help support customer-centric services?

Sony’s purpose is to fill the world with emotion, through the power of creativity and technology.
🡪 We are looking for companies: in Video, Cloud Computing, Imaging, Artificial Intelligence,
Sensors, Music & Gaming Industry.

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Some examples of real Digitalisation
needs (4):
AGBAR, water experts for over 150 years. Committed to sustainable development.
We dedicate our capacity for innovation to a radically new management of
resources, based on making the most of new digital technologies, on recycling,
recovering and producing secondary raw materials and alternative resources and
on supporting our customers in the transition from the linear model , which
consumes excess resources, to the circular model, which is based on recycling and
recovery.🡪 Solutions for the digitalisation of environmental services.

BMW Startup Garage 🡪 Connected & Intelligent Car, looking for:

Electromobility
Automated Driving
Future User Interfaces

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Where can we find suitable topics for
Digitalisation?

Answer: within the Business Model of our SME

client.

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The Business Model

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Business Model (BM): How a company is
set up in order to make profit.
Or: the plan for making a profit.
Here we have a kiosk in
Athens. The Business Model
is based on the accidental
interaction of the kiosk with its
client (a pedestrian, passing
by in front of it). Not at all
Digitalised.
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A fast-food that uses Dig.
Tech. for receiving orders
& payments from clients. In
this way, value is created
(less time spent, more
satisfaction, more
productivity). Somehow
Digitalised BM.
Web shop that it’ BM is fully
Digitalized. All the value
produced is thanks to Digital
interaction with clients. All
processes are Digitilised.
Fundamental facts for the Business
Model:
Choosing the right business model is essential to ensure that a
company has the best opportunity for success. The selection of a business
model should be made during the inception of the company.

It should give a future strategic competitive advantage.

Companies need to design their value proposition and business model

depending on the solution they develop and not push one model or
another to fit their solution.

Business Model also heavily depends on the business sector of the

company.

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Business Model Canvas (BMC):

BMC is a diagram used to visualize a business model. It allows structured organization and a
quick method of evaluation and reflection on the effectiveness of a Business Model.

Most SMEs don’t have it in written form. But they do follow such a shadow plan to achieve profit.

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Business Model Canvas example: Uber

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Business Model Canvas example: Zara

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Business Model Canvas example:
Healthcare Company

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Business Model Canvas example:
Medical Software

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 The 5 suggested Digitalisation topics
that can be found in the BMC:
Machines Customer

Processes &
Data:
everywhere

New business opportunities

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A good practice from the Network

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Good Practice: Greece & Spain company
mission towards Olives producers
Approach: high-tech to low-tech recipients
In 2017, Jaime Duran from Spain asked Costas Karamanis from Greece to promote a Digital application that
helps table olives producers to decide about the maturity of their olives. The solution is using AI technology. The
producer is taking a photo of the olives, on the tree, with his mobile phone. The application is “judging” by the
size & color of olives to advice when the product is mature enough to collect. In this way, the producer could
collect the olives at their best maturity stage. This, in turn, help them to provide product that is of higher value,
with stable size and color (then sold in better price).
A company mission was organized to Kalamata, a very productive area of olives. Of the many “traditional” &
“low-tech” companies that participated in the demonstration of the application, 6 of them decided to use the
system (6 PAs realized).

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Success Stories

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Success Stories from the Network or
the internet:
The following content will highlight specific Achievements (KPI3)
concerning Digitalisation. It is hoped that these will serve as inspiration to
Network partners to implement and deliver successfully.

Areas addressed:

• The digitalisation need or gap

• The initiative taken when advising the client
• The client’s perspective
• The overall value

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Bulgarian creative company creates a new
business model from digitalising intangible
cultural heritage
Taratanci is a company that is involved in studying, teaching and promoting Bulgarian folk dances tradition.
Old-school way: study, document and video the folk tradition and then perform to audiences.
Digital-way: to create a graphic universal “language” of horo dances, depicting the unique patterns, which dancers make
with their steps while dancing in a circle.

With the support of EEN team in the Bulgarian Industrial Association Taratanci applied and became the winner of the
European heritage award “Europa Nostra” for 2021.
In 2022, again, with the support of EEN they got funded to visualize digitally more and more traditional folk dances and are
planning an augmented reality tool to provide immersive experience for their customers.
The digital technologies allow for Bulgarian intangible cultural dance heritage to be experienced in many new ways.
Network contact: Hristina Kasparyan

The Taratanci recognized “signature”:

digitalized patterns of the steps of the
Bulgarian traditional folk dances that are now
used in exhibitions, on different consumer
products, in teaching and study materials and
are planned as a starting point for new
augmented reality products.

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SG Digital: AI for sea forecast
AlongRoute, a Greek-German collaboration (Costas Karamanis & Matthias Fuchs) :

Maritime transport is responsible for 2,9% of global greenhouse gases. Cargo vessels use routing optimization
IT tools and this can save today 3-10% in fuel consumption. In the heart of routing optimization lies the weather
forecast data, based on modelled physical processes. The problem is that these forecasts have reached an
accuracy limit, due to the chaotic character of the physical models used. Start-up company AlongRoute comes
to change all that with groundbreaking AI-based models, for the first time. The offered forecast data can perform
up to 130% better than the competitive data sets. This has a significant impact towards a greener, safer and
more cost-efficient maritime.

The startup established in 2022 as a joint effort between a Greek environmental SME and a German IT SME.
AlongRoute received significant support from the Enterprise Europe Network in all the phases of its
development, including the introduction of the two companies, the set-up of the start-up, support to win a
proposal of DigiCirc accelerator, pitching in front of investors and multiple connections to potential customer
companies including maritime technology and weather routing companies.
The company was invited to participate in the Websummit, under the umbrella of the Network and presented
their case, achievements and contribution of the Network.

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SG Digital: drone protecting beaches
from litter
Ebredrone (Alba Quer):
Ebredrone is a drone operator company providing services to collect data on
agriculture fields for precision farming, surveillance of wind farms, industry
production sites and warehouse inventory. Alba Quer started to work with
Ebredrone in 2019 and since then they have worked together with the objective to
initiate their internationalisation and explore new partnerships abroad. They
participated in a company mission where they achieved a PA with a French
company and they applied together to a public tender. In addition, they have
participated in two editions of the B2B Dronedays 2.0 where they have achieved
two other PAs with a French and a Swiss company. One of the PAs has been to
conduct R&D for sea surveillance and object detection in the framework of a
European project. Finally, Alba advised them to apply for a Next Generation fund
together with another SME to foster digitalisation on the maintenance task of wind
farms. They have recently been granted the Next Generation fund of 40.000 Euros.

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SG Digital: Digitalise the offerings of an
SME
Arthur Holm (Alba Quer):

Arthur Holm is a Catalan company that offers personalised, innovative and exclusive design technology
for meeting and conference rooms for the institutional, hospitality and education applications. Ex.
Motorized cameras, retractable microphone solutions, etc. Arthur Holm wanted to digitalise their
solution’s portfolio. Arthur Holm was invited to participate at the ISE Open Innovation Challenge in 2022
focused on the Audiovisual Industry with the aim of finding technology providers. The EEN helped them
define their challenge as well as to define the type of provider and collaboration sought that could suit
them best. We worked together with Arthur Holm on reviewing the different proposals received and make
a selection of the most relevant ones. The outcome was a complete agenda of meetings (15) to be held
during the days of the event.

Finally, Arthur Holm agreed on a collaboration with Marvut, one of the companies we have matched them
with. They have developed together a virtual showroom environment to showcase Arthur Holm’s
products. Arthur Holm launched the virtual showroom solution during the last ISE congress held in 2023.

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SG Digital: Social and Induced Perception
of The Tourist Territorial Resources of a
Destination
ITER IDEA (Federica Mori)

ITER IDEA is an innovative startup that focuses on designing and deploying cloud-native applications and
serverless solutions. The company has focused on the systematic management of the innovation, especially
within the open innovation paradigm, and the increase of visibility at European level.

Confindustria Emili-Romagna coached the company for the application to REACH Incubator 2nd Open Call and
the company started on April 2022 the incubation programme with the EXPLORE phase to validate the idea
proposed.

ITER developed an application POInt&Go: a digital touchpoint between public administrations and service
providers operating in their cities in various strategic areas (culture and tourist destinations, mobility and the
organization of urban spaces). The service supports the objectives of involving tourists and citizens, profiling
and monitoring the movement flows of tourist destinations and during crowded events.

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SG Digital: Innovative software for an
efficient management of urban green areas
R3GIS (Luca Picariello):

R3GIS has developed a highly innovative geo-referenced platform to efficiently manage the care
and maintenance of urban green infrastructures. This platform allows to significantly reduce the
maintenance costs of urban green infrastructure and increase the resilience of European cities.

Based on a detailed inventory, the platform allows to manage all elements of green areas as
well as inspections and reports. It gives support for the planning and calculation of cost of
interventions, and monitoring of their execution. The platform is the most complete and
widespread green management platform in Italy: it integrates the most modern web and mobile
technologies and has 20 years of experience and over 200 cities and companies using it in
Europe. Additional modules have been developed in the framework of European-funded projects
to support municipalities in the important task of adapting cities to the effects of climate change.
In this way, citizens can count on a more livable urban environment with a significant impact on
their overall quality of life.

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Italian SME create a virtual environment to
accompany the customers in its value
chain
MOSS (Federica Mori)

MOSS has been established in 1967 with the manufacturing of dry-offset and silk-screen
printing machines for the decoration of plastic objects and containers which is also the origin of
our name: Machine Offset (&) Silk-Screen.

After receiving the support from both DIH-ER and EEN (Confindustria Emilia-Romagna), the
company focused on the digitalization of product (in terms of smart product) and the evolution of
business model (with an as-a-service logic).

MOSS SMART ASSISTANT APP was created to offer new services to customers. Thanks to the
app customers can remotely monitor the performance of MOSS 4.0 systems (production data,
energy consumption, notifications) in real time.

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