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priority needs. These consultants, all of whom
come from the world of business, then develop
an action plan alongside the company director.
Paris Region Entreprises then uses its extensive
network of over 300 partners to identify
contacts and adapted public and private aid
(financial, coaching, visibility, and so on).
We also have a database which lists more than
300 business support schemes.
In parallel, we organise group sessions where
businesses receive information and can
exchange with other companies regarding the
difficulties they have encountered and the
questions they have.
Can you give a specific practical example of
how you have used these tools to support an
incubatee
A social innovator recently presented its project
to us. After analysis, we detected the following
needs: the need to meet large corporate
companies, the need to finance R&D
operations and the need to enhance its social
impact.
We helped this company structure and
enhance the R&D phase of its project, which
enabled it to obtain a government grant to fund
part of its R&D expenditure. We also presented
different contact programmes to this company,
both in France and abroad, such as the
Enterprise Europe Network programme and the
Paris Region Business Connection programme
(business meetings between SMEs and large
groups). The company then took part in a
workshop on how to finance social innovation.
During the workshop, several financial
representatives
presented
their
aid
programmes, and companies shared their
experiences on the types of aid they had
received.
Finally, the company was invited to a pitching
session to test its marketing speech on other
companies and responsible communication
experts.
What, in your experience, have been the
challenges around helping incubates working
on their ideas/ their offerings and making them
ready for market?