typologies of interventions in knowledge exchange and enterprise network (keen) projects. report 6a

WHAT TYPOLOGIES AND HIERACHIES OF INTERVENTIONS ARE IN A KEEN PROJECT? 1

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.


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.


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


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


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


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.


Project Reference

Main Intervention Top Level 1 - Class 1 Interventions

KEEN/042/A Computer Aided Design Product and Service Development

KEEN/042/B Business process reengineering Business process reengineering

KEEN/107/A Product evaluation and testing Product and Service Development

KEEN/047/A Business process reengineering Business process reengineering

KEEN/057/A Software programming and application development Product and Service Development

KEEN/078/A Learning disability diagnosis and training Professional support expertise and advice

KEEN/059/A Software application programming and application development Product and Service Development

KEEN/059/B Software application programming and application development Product and Service Development

KEEN/068/A Product development Product and Service Development


KEEN/121/A Business development through University consultancy and advice Professional support expertise and advice

KEEN/099/A Design systems for building and renewable energy systems, building information modelling management

Product and Service Development

KEEN/099/B Architectural design of low carbon buildings from a fabric first approach


KEEN/088/A Business process improvement Business process reengineering

KEEN/097/A New product development Product and Service Development

KEEN/142/A Customer relationship management Marketing Intervention

KEEN/123/A 3D Building modelling Product and Service Development



KEEN/061/B Software programming and application development Product and Service Development

KEEN/015/A Digital book publishing platform Information Technology









KEEN/001/A Electrical and electronic design Product and Service Development

KEEN/043/B Business process reengineering Business process reengineering

KEEN/043/A Computer aided design and implementation of new IT system Product and Service Development

KEEN/098/A Marketing strategy and business model development Marketing Intervention

KEEN/098/B Business account management Operations management

KEEN/098/C Business process improvement Business process reengineering

KEEN/098/D Business account management Operations management

KEEN/168/A Business sustainability, development and growth Professional support expertise and advice

KEEN/054/A Strategic marketing plan Marketing Intervention



KEEN/062/B New product development Product and Service Development

KEEN/039/A Business process audit and reengineering Business process reengineering

KEEN/077/B Staff coordinator Human capital management

KEEN/077/A Strategic marketing Marketing Intervention


Project Reference

Main Intervention Top Level 1

KEEN/094/A Building information modelling (BIM) and low carbon technology.



KEEN/150/A Web design Information Technology

KEEN/073/A Sales and marketing, social media presence and client management

Marketing Intervention

KEEN/049/A Strategic marketing and market research Marketing Intervention

KEEN/046/A Architectural design of low carbon buildings Product and Service Development

KEEN/046/B Strategic marketing and business model development Marketing Intervention

KEEN/069/A Strategic marketing and brand development Marketing Intervention

KEEN/173/A Market research and business model development Marketing Intervention

KEEN/078/B Occupational therapy and learning disability diagnosis assistance

Professional support expertise and advice

KEEN/121/B Business account management Operations management

KEEN/063/C Implementation of new IT system – Web development and programming

Information Technology

KEEN/063/D Implementation of new IT system – Web development and programming


KEEN/104/C Computerization of manual process Business process reengineering


KEEN/131/A Implementation of new IT system Information Technology

KEEN/176/A New product development – Software application development Product and Service Development


KEEN/177/A Market research and business model development Marketing Intervention

KEEN/177/B Business development through University consultancy and advice

Professional support expertise and advice

KEEN/174/A Sales and marketing systems Marketing Intervention


KEEN/039/B Strategic marketing Marketing Intervention



KEEN/025/A Client management Operations management

KEEN/139/A Mechanical technical and engineering support Product and Service Development





KEEN/048/A Marketing strategy Marketing Intervention



KEEN/138/A Computer aided design Product and Service Development

KEEN/018/A Marketing strategy and market research Marketing Intervention



KEEN/075/A New markets and new product development Product and Service Development






Project Reference

Main Intervention Top Level 1

KEEN/064/A Risk management Operations Management




KEEN/135/A Information technology security Information Technology

KEEN/016/A Research and development Product and Service Development

KEEN/043/D Marketing strategy Marketing Intervention

KEEN/182/A Sales strategy development Marketing Intervention

KEEN/182/B Marketing strategy Marketing Intervention






KEEN/159/A IT technical support Information Technology


KEEN/134/A Business process improvement Business Process Reengineering


KEEN/024/A Strategic marketing and brand development Marketing Intervention


KEEN/038/B Website development Information Technology

KEEN/038/C Product development Product and Service Development


KEEN/037/A New product design and development Product and Service Development



KEEN/157/A Computer assisted design Product and Service Development

KEEN/184/A Business process audit and process improvement Business process reengineering


KEEN/035/A Business performance evaluation and business process audit Operations management



KEEN/048/A New health and safety product development Product and Service Development



KEEN/136/A Marketing strategy development Marketing Intervention

KEEN/027/A Sales and marketing system development Marketing Intervention

KEEN/093/A Health and safety management Operations management

KEEN/100/A System development 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


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

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.

Coventry University, 68, 54%

University of Wolverhampton, 44,

35%

Aston University, 4, 3%

Birmingham City University, 8, 6%

Staffordshire University, 1, 1% Worcester Universtiy,

1, 1%

Number and Percentage of KEEN Projects Per University


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


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 %

Number of Projects 68 44 4 8 1 1 126

Project / Business area of Intervention

Cov UoW Aston BCU Staff Worc. 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%

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


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

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.

Operations Management

7%

Business Process Reengineering

12%

Product Development

32%

Human Capital Management

1%


7%

Marketing Interventions

32%

Professional Support Expertise and Advice

9%

BUSINESS AREAS OF INTERVENTION - ALL KEEN PROJECTS


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

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%.


8% Business Process

Reengineering 14%

Product Development

35%


1%


9%


19%


14%

Business Area of Invention - Coventry University


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

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%.


5% Business Process

Reengineering 8%

Product Development

32%


1%


4%


46%


4%

Business area of Interventions - University of Wolverhampton


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

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%.


10%


10%

Product Development

21%


7%


50%


2%

Business Area of Intervention - Birmingham City University


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

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%).


36%


28%


36%

Business Area of Intervention - Aston University


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

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

Cov Uow Aston BCU StaffWorceste

r

Projects (Number). 68 44 4 8 1 1

Business Interventions (Number) 322 231 14 42 4 4

Average number of interventionsper project (rounded up)

5 5 4 5 4 4

0

50

100

150

200

250

300

350

Nu

mb

er

of

Pro

ject

s/In

terv

etn

tio

ns

Projects and Business Interventions


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. Strategic marketing 2. Market research 3. Marketing communication 4. Business process development

The University of Worcester provided its SME with:

1. Computer assisted design (CAD) 2. New product development 3. Business process improvement 4. 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).


Mapping of Typology of Intervention Overview by Levels 1, 2

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


6

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

21

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


22

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


23

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


24

Typology of Intervention – Mechanical Engineering

Figure 17: Typology of Intervention – Mechanical Engineering

Typology of Intervention – Architectural Design

Figure 18: Typology of Intervention – Architectural Design


25

Typology of Intervention – Information Technology

Figure 19: Typology of Intervention – Information Technology

Typology of Intervention – Marketing Interventions

Figure 20: Typology of Intervention – Marketing Interventions


26

Typology of Intervention – Strategic Marketing

Figure 21: Typology of Intervention – Strategic Marketing

Typology of Intervention – Marketing Management

Figure 22: Typology of Intervention – Marketing Management


27

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


28

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


29

A company often requires more than one area of business intervention. As in the case

above, while the primary focus of the project was CAD, the company also required

assistance with research and development, business process improvement, strategic

marketing, customer relationship management, which are four of the eight areas of

intervention provided.

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.


30

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.


Pie Chart of Operations Management Interventions for all KEEN Projects

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).

Project Management, 14, 30%

Operations management, 7, 15%

Business Account Management, 4, 9%

Client Management, 6, 13%

Logistic Planning, 2, 4%

Risk Management, 2, 4%

Health and safety management, 1, 2%

Supply Chain Management, 3, 6%

Financial Analysis and Management, 1, 2%

Business Process Audit, 5, 11%

Business performance evaluation, 1, 2%

Events Management, 1, 2%

Operations Management Interventions - ALL KEEN Projects


Pie Chart of Business Process Reengineering Interventions for all KEEN Projects

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.

Business process reengineering, 12,

17%

Business Process Development, 5, 7%

Business Process Innovation, 5, 7%

Business Process improvements, 42,

58%

Improve Production and Manufacturing

Processes, 2, 3%

Computerization of Manual Process, 6,

8%

Business Process Reengineering - All KEEN Projects


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

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.

Research & Development, 31, 16%

New Product Development/ New Service Development,

46, 23%

Product Innovation and Improvement, 10, 5%

Software programming and application development,

12, 6%

Hardware development and programming, 4, 2%

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

Product Evaluation and testings, 28, 14%

Product Commercialization and Product launch, 9, 5%

Computer Assisted Designs (CAD), 19, 10%

Computer Aided Manufacturing (CAM), 7, 4%

Computer Aided Engineering / Finite Element Analysis /

Simulation, 2, 1%

Mechanical Engineering, 1, 1%

Building modelling information management ,

5, 3% Quality control, 3, 2%

Architectural design of low carbon buildings, buiding

physics expertise, and contruction design, 6, 3%

Electrical and electronic design, 1, 1%

Product life cycle management, 1, 1%

Product and Service Development - All KEEN Projects


Pie Chart of Information Technology Interventions for All KEEN Projects

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.

Implementation of a new IT system, 8, 20%

System evaluation and testing, 3, 7%

Management Information System (MIS), 1, 3%

Enterprise Resource Planning (ERP), 4, 10%

Safeguard IT intellectual property, 1, 3%

IT Support, helpdesk and technical support, 4, 10% Information Technology (IT)

security, 1, 2%

Database architecture and design, 4, 10%

Web development, design, programming and content

updates, 12, 29%

Search Engine Optimization, 1, 2%

Designer Specialist - Graphics and film production after

effects, 1, 2% Digital book publishing platform, 1, 2%

Information Technology Interventions

- All KEEN Projects


Pie Chart of 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.

Professional support, skills and expertise, 13, 24%

Intellectual Capital and knowledge transfer for

future project, 1, 2%

Business Development and Growth, 23, 42%

Increase business capacity, 1, 2%

Business Administrative Support, 1, 2%

Business continuity and sustainability, 4, 7%

University consultancy, expertise and advice, 8, 14%

Compliance with new government regulations, 4,

7%

Professional support expertise and advice -All KEEN Projects

Figure 29: Professional support expertise and advice


Pie Chart of Marketing Interventions

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.

Strategic marketing, marketing plan and business

plan, 45, 23%

Business Model Development, 6, 3%

New market penetration, 7, 3%

Sales and Marketing System, 8, 4%

Sales strategy development, 1, 0%

Brand development and positioning, 13, 7%

Marketing Management, 14, 7%

Marketing research, market analysis and market intelligence, 31, 16%

Marketing Communication, 23, 12%

Relationship marketing, 3, 1%

Sales Promotions, 4, 2%

Marketing Promotional Activities and Initiatives, 9,

4%

Digital and Online marketing campaigns, 2, 1%

Social Media and Online Presence enhancement, 12,

6%

Customer Relations Management, 21, 11%

Marketing Interventions - All KEEN Projects


Pie Chart of Business Process Reengineering

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.


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%).

Business process reengineering, 12, 17%

Business Process Development, 5, 7%

Business Process Innovation, 5, 7%

Business Process improvements, 42, 58%

Improve Production and Manufacturing Processes, 2,

3%

Computerization of Manual Process, 6, 8%

Business Process Reengineering - All KEEN Projects


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%.


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.


5.0 Appendices – Tables

Table 1: Number of KEEN Projects Per University

No. of KEEN Projects Per University

No.

%

Coventry University 68

54%

University of Wolverhampton 44

35%

Aston University 4

3%

Birmingham City University 8

6%

Staffordshire University 1

1%

University of Worcester 1

1%

Totals 126 100%

Table 2: Number of Main Interventions Per University

No. of Main Interventions Per University

No.

%

Coventry University 322

52%

University of Wolverhampton 231

37%

Aston University 14

2%

Birmingham City University 42

7%

Staffordshire University 4

1%

University of Worcester 4

1%

Totals 617

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%

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%


Table 4: Operations Management Operations Management Cov Uow Aston BCU Staff Worce Total % of

Operations Management Interventions

Project Management 9 4 1 14 29.79%

Operations Management 5 1 1 7 14.89%

Business Account Management 4 4 8.51%

Client Management 2 2 2 6 12.77%

Logistic Planning 2 2 4.26%

Risk Management 1 1 2 4.26%

Health and Safety Management 1 1 2.13%

Supply Chain Management 2 1 3 6.38%

Financial Analysis and Management 1 1 2.13%

Business Process Audit 1 1 2 1 5 10.64%

Business Performance Evaluation 1 1 2.13%

Events Management 1 1 2.13%

Sub-totals 27 11 5 4 0 0 47 100%

Percentage of Operations Management Interventions per

University 57% 23% 11% 9% 0% 0% 100%


Table 5: Product Development

Product Development Interventions

Cov UoW Aston BCU Staff Worcester Total % of Product Development Interventions

Research & Development 15 15 1 31 15.82%

New Product Development/ New Service Development 25 18 2 1

46 23.47%

Product Innovation and Improvement 6 4

10 5.10%

Software Programming and Application Development 11 1

12 6.12%

Hardware Development and Programming 1 2 1

4 2.04%

Development of Prototype Product, Services, or Application 8 2 1

11 5.61%

Product Evaluation and Testing 17 9 2 28 14.29%

Product Commercialization and Product Launch 8 1

9 4.59%

Computer Assisted Designs (CAD) 2 16 1 19 9.69%

Computer Aided Manufacturing (CAM) 3 4

7 3.57%

Computer Aided Engineering / Finite Element Analysis / Simulation 2

2 1.02%

Mechanical Engineering 1 1 0.51%

Building Modelling Information Management 5

5 2.55%

Quality Control 3 3 1.53%

Architectural Design of Low Carbon Buildings, Building Physics Expertise, and Construction Design 6

6 3.06%

Electrical and Electronic Design 1 1 0.51%

Product Life Cycle Management 1 1 0.51%

Sub-totals 112 73 0 9 0 2 196 100%

Percentage of Product Development Interventions per

University 57% 37% 0% 5% 0% 1% 100%


Table 6: Information Technology

Information Technology Interventions

Cov UoW Aston BCU Staff Worcester Total % of Information Technology

Interventions

Implementation of a New IT System 8

8 19.51%

System Evaluation and Testing 2 1 3 7.32%

Management Information System (Mis) 1

1 2.44%

Enterprise Resource Planning (Erp) 4 4 9.76%

Safeguard IT Intellectual Property 1 1 2.44%

IT Support, Helpdesk and Technical Support 3 1

4 9.76%

Information Technology (IT) Security 1

1 2.44%

Database Architecture and Design 2 1 1 4 9.76%

Web Development, Design, Programming and Content Updates 7 4 1

12 29.27%

Search Engine Optimization 1 1 2.44%

Designer Specialist - Graphics and Film Production After Effects 1

1 2.44%

Digital Book Publishing Platform 1 1 2.44%

Sub-Totals 28 10 0 3 0 0 41 100%

Percentage Of Information Technology Interventions Per

University 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.


Table 7: Professional Support Expertise and Advice

Professional Support Expertise and Advice Interventions

Cov UoW Aston BCU Staff Worcester Total % of Professional

Support Expertise

and Advice Interventions

Professional Support, Skills and Expertise

11 2 13 23.64%

Intellectual Capital and Knowledge Transfer for Future Project

1 1 1.82%

Business Development and Growth 19 3 1 23 41.82%

Plan for Future Growth 0 0.00%

Increase Business Capacity 1 1 1.82%

Business Administrative Support 1 1 1.82%

Business Continuity and Sustainability

2 2 4 7.27%

University Consultancy, Expertise and Advice

7 1 8 14.55%

Compliance with New Government Regulations

3 1 4 7.27%

Sub-Totals 44 10 0 1 0 0 55 100%

Percentage of Professional Support Expertise and Advice per

University 80% 18% 0% 2% 0% 0% 100%

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.


Table 8: Marketing Interventions


Cov UoW Aston BCU Staff Worcester Total % of Marketing

Interventions

Strategic Marketing, Marketing Plan and Business Plan 11 24 3 6 1

45 22.61%

Business Model Development 6 6 3.02%

New Market Penetration 1 4 2 7 3.52%

Sales and Marketing System 1 3 4 8 4.02%

Sales Strategy Development 1 1 0.50%

Brand Development and Positioning 2 8 3

13 6.53%

Marketing Management 9 5 14 7.04%

Marketing Research, Market Analysis and Market Intelligence 6 22 2 1

31 15.58%

Marketing Communication 2 16 1 2 1 1 23 11.56%

Relationship Marketing 3 3 1.51%

Sales Promotions 2 2 4 2.01%

Marketing Promotional Activities and Initiatives 8 1

9 4.52%

Digital and Online Marketing Campaigns 2

2 1.01%

Social Media and Online Presence Enhancement 6 6

12 6.03%

Customer Relations Management 9 9 1 2 21 10.55%

Sub-totals 63 106 5 21 3 1 199 100%

Percentage of Marketing Interventions per University

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%.


Table 9: Business Process Reengineering

Business Process Reengineering Interventions

Cov UoW Aston BCU Staff Worcester Total % of Business Process

Reengineering Interventions

Business Process Reengineering 10 2 12 16.67%

Business Process Development 3 1 1 5 6.94%

Business Process Innovation 2 3 5 6.94%

Business Process improvements 23 11 3 4 1 42 58.33%

Improve Production and Manufacturing Processes 2

2 2.78%

Computerization of Manual Process 4 1 1

6 8.33%

Sub-totals 44 18 4 4 1 1 72 100%

Percentage of Business Process Reengineering Interventions per

University 61% 25% 6% 6% 1% 1% 100%

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.


Table 10: Business Intervention Analysis

Business Area of Intervention

No % Interventions Cov Uow Aston BCU Staff Worcester Total Percentage of total

Interventions

Operations Management 47 8% Project Management 9 4 1 14 2.27%

Operations Management 5 1 1 7 1.13%

Business Account Management 4 4 0.65%

Client Management 2 2 2 6 0.97%

Logistic Planning 2 2 0.32%

Risk Management 1 1 2 0.32%

Health and Safety Management 1 1 0.16%

Supply Chain Management 2 1 3 0.49%

Financial Analysis and Management

1

1 0.16%

Business Process Audit 1 1 2 1 5 0.81%

Business Performance Evaluation

1

1 0.16%

Events Management 1 1 0.16%

Sub-totals 27 11 5 4 0 0 47 8%

As a percentage of total intervention

per university 8% 5% 36% 10% 0% 0% 8%

Business Process Reengineering 72 12% Business Process Reengineering 10 2 12 1.94%

Business Process Development 3 1 1 5 0.81%

Business Process Innovation 2 3 5 0.81%

Business Process Improvements 23 11 3 4 1 42 6.81%

Improve Production and Manufacturing Processes 2

2 0.32%

Computerization of Manual Process

4 1 1

6 0.97%

Sub-totals 44 18 4 4 1 1 72 12%


per university 14% 8% 29% 10% 25% 25% 12%

Product Development 196 32% Research & Development 15 15 1 31 5.02%

New Product Development/ New Service Development 25 18 2 1

46 7.46%

Product Innovation and Improvement

6 4

10 1.62%

Software Programming and Application Development 11 1

12 1.94%

Hardware Development and Programming 1 2 1

4 0.65%

Development of Prototype Product, Services, or Applications 8 2 1

11 1.78%

Product Evaluation and Testing 17 9 2 28 4.54%

Product Commercialization and Product Launch 8 1

9 1.46%

Computer Assisted Designs (CAD) 2 16 1 19 3.08%

Computer Aided Manufacturing (CAM)

3 4

7 1.13%

Computer Aided Engineering / Finite Element Analysis / Simulation

2

2 0.32%

Mechanical Engineering 1 1 0.16%

Building Modelling Information Management 5

5 0.81%

Quality Control 3 3 0.49%

Architectural Design of Low Carbon Buildings, Building Physics Expertise, and Construction Design

6

6 0.97%

Electrical and Electronic Design 1 1 0.16%

Product Life Cycle Management 1 1 0.16%

Sub-totals 112 73 0 9 0 2 196 32%


per university 35% 32% 0% 21% 0% 50% 32%

Human Capital Management 7 1%

Human resource management, staff training and development 4 3

7 1.13%

Sub-totals 4 3 0 0 0 0 7 1%


per university 1% 1% 0% 0% 0% 0% 1%


Business Area of Intervention

No % Interventions Cov Uow Aston BCU Staff Worcester Total Percentage of total

Interventions

Information Technology 41 7% 0 0.00%

Implementation of a New IT System

8

8 1.30%

System Evaluation and Testing 2 1 3 0.49%

Management Information System (Mis)

1

1 0.16%

Enterprise Resource Planning (Erp)

4

4 0.65%

Safeguard IT Intellectual Property

1

1 0.16%

IT Support, Helpdesk and Technical Support 3 1

4 0.65%

Information Technology (IT) Security

1

1 0.16%

Database Architecture and Design

2 1 1

4 0.65%

Web Development, Design, Programming and Content Updates

7 4 1

12 1.94%

Search Engine Optimization 1 1 0.16%

Designer Specialist - Graphics and Film Production After Effects 1

1 0.16%

Digital Book Publishing Platform 1 1 0.16%

Sub-totals 28 10 0 3 0 0 41 7%


per university 9% 4% 0% 7% 0% 0% 7%

Marketing Interventions 199 32% Strategic Marketing, Marketing Plan and Business Plan 11 24 3 6 1

45 7.29%

Business Model Development 6 6 0.97%

New Market Penetration 1 4 2 7 1.13%

Sales and Marketing System 1 3 4 8 1.30%

Sales Strategy Development 1 1 0.16%

Brand Development and Positioning

2 8 3

13 2.11%

Marketing Management 9 5 14 2.27%

Marketing Research, Market Analysis and Market Intelligence 6 22 2 1

31 5.02%

Marketing Communication 2 16 1 2 1 1 23 3.73%

Relationship Marketing 3 3 0.49%

Sales Promotions 2 2 4 0.65%

Marketing Promotional Activities and Initiatives 8 1

9 1.46%

Digital and Online Marketing Campaigns

2

2 0.32%

Social Media and Online Presence enhancement 6 6

12 1.94%

Customer Relations Management

9 9 1 2

21 3.40%

Sub-totals 63 106 5 21 3 1 199 32%


per university 20% 46% 36% 50% 75% 25% 32%

Professional Support Expertise and Advice 55 9%

Professional Support, Skills and Expertise 11 2 13

2.11%

Intellectual Capital and Knowledge Transfer for Future Project

1

1 0.16%

Business Development and Growth

19 3 1

23 3.73%

Increase Business Capacity 1 1 0.16%

Business Administrative Support 1 1 0.16%

Business Continuity and Sustainability

2 2

4 0.65%

University Consultancy, Expertise and Advice 7 1

8 1.30%

Compliance with New Government Regulations 3 1

4 0.65%

Sub-totals 44 10 0 1 0 0 55 9%

As a percentage of total intervention per university 14% 4% 0% 2% 0% 0% 9%

617 100% Grand – Total 322 231 14 42 4 4 617 100%

Percentage Intervention per University 52% 37% 2% 7% 1% 1%


6.0 References

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

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

http://smallbusiness.chron.com/business-intervention-strategies-5151.html