1

I m p a c t r e p o r t

K e y F i n d i n g s

EUREKA Network and Cluster

projects 2001-2015

2

CLOSE TO MARKET

K E Y F I N D I N G 1

Significant increase in annual turnover of

EUREKA participating firms.

15% 13%

NETWORK PROJECTS CLUSTER PROJECTS

Clear evidence supporting EUREKA’s near-to-market

approach

Average annual turnover growth is generally positive and

significant for participants in both Network and Clusters

Projects in comparison to the control group

3

COMPETITIVENESS

K E Y F I N D I N G 2

69%Enter new markets

68%Improved market shares

67%Increased exports

(% of survey respondents)

Strengthened commercial position of participating firms

69%Increase in research staff

64%Increase in general staff

62%Overall improvement in

competitive position

4

EMPLOYMENT

K E Y F I N D I N G 3

Positive employment effects,

especially for large companies

4% 7%

NETWORK PROJECTS CLUSTER PROJECTS

Proven impact on job creation

Findings are in line with the EC’s Final Evaluation of

Eurostars-1 which found an increase of 3-3.5% on

employment growth compared to non-funded firms

5

PROJECT CONSORTIA

K E Y F I N D I N G 4

FASTER COMMERCIALISATION

SMALL CONSORTIA SHORTER PROJECTS

6

PROJECT CONSORTIA

K E Y F I N D I N G 4

FASTER COMMERCIALISATION

In recent years, the number of consortium partners per project

and the average duration of EUREKA projects have decreased

The changes in size and duration of the R&D consortia could

be driven by the motivation for lower co-operation costs and

faster time to market.

Projects lasting between one and three years generally show

the highest positive, significant impacts for both Network and

Cluster Projects

For Cluster projects, average project duration has decreased to

an average of 33 months in 2016 from a high of 38 months in

2011.

7

MOTIVES FOR PARTICIPATION

K E Y F I N D I N G 5

Internat ional

co-operat ions

70%+

New business

opportunit ies

60%+

High degree

of f lexibi l i ty

Freedom to

create consort ia

Strong bottom-up

approach

8

MOTIVES FOR PARTICIPATION

K E Y F I N D I N G 5

The continuous increase in the number of EUREKA member countries has created an

important foundation for developing innovation partnerships around the world.

Financial considerations and the possibility of sharing risks or costs are also important

motivators

A key motivation for large firms to participate in Cluster Projects is the opportunity for

involvement in activities of standardisation and standard-setting

9

MOTIVES FOR PARTICIPATION

K E Y F I N D I N G 5

“The bottom-up approach of EUREKA is a big

advantage, especially for industrial partners and

innovative companies. In other programmes, you either

work with call topics, which are very complicated or

specified so broadly that it becomes difficult to focus on

something specific and innovative.”

Medium sized textile company, Czech Republic

“The added value of EUREKA is that it can lead to very

‘near-to-market’ results. Especially for our project this

has been an important element.”

ICT company with 130 employees, Spain

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N E T W O R K P R O J E C T SC L U S T E R

P R O J E C T S

MAIN DRIVERS FOR EUREKA PARTICIPATION

K E Y F I N D I N G 6

11

M E T H O D O L O G Y

12

INTERVENTION LOGIC

M E T H O D O L O G Y 1

The selection and promotion of R&D projects in EUREKA is intended to strengthen

Europe as a location for business and investment.

The research projects must have a close link to the market and create opportunities for

exploitation. Different effects are expected in the short- (output), medium- (outcome)

and long-term (impact).

Activities

Input

Outcomes

Output

Societal

goals

Impacts

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SAMPLE SIZES

M E T H O D O L O G Y 2

BENEFICIARY GROUP CONTROL GROUP

NETWORK Projects CLUSTER Projects

NETWORK Projects

CLUSTER Projects

TOTAL 3,096 TOTAL 54,814

Number of firms Number of firms

ECONOMIC ANALYSIS

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A N Y Q U E S T I O N S ?

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