Væksthus Midtjylland hereby offers a framework agreement on the provision of consultancy services for the project "Program for business development 2018-2021- investment in growth", which is targeted at internationally competing companies. The offer is divided into 5 sub-agreements / framework agreements: 2a Basic module, 2b Training camps, 2c Business network, 2d Strategic network phase 1 and 2e InnoBooster. Prequalification can be applied for one, several or all sub-agreements / framework agreements. The aim is to improve regional competitiveness by focusing on creating more internationally oriented companies that realize a potential.

It is advised that a total of 55 framework agreements are expected to be divided into 10 pcs. on sub-agreement 2a, 10 pcs. on sub-agreement 2b, 15 paragraphs. on sub-agreement 2c, 5 pcs. on sub-agreement 2d and 15 pcs. on part 2e agreement.

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The basic module is one-day seminars (typically 4 - 8 hours), in which teams of companies are introduced to a number of key basics (tools) around structured growth processes of external relevant professionals. Examples of elements in the Basic Module program: Structured presentation of participating companies, including development and growth plan; Clarification of what the concept of growth contains; Clarification of each company's mindset, including management / resources (finance, organization, etc.) and ambitions (exports, earnings, employees, product development, etc.); Comments and challenges from other participating companies; Work on a basic growth plan. With this program, the basic modules become relevant for companies that are not fully clarified in relation to their own growth ambitions and growth resources. has an initial clarity on the scope of growth ambitions and the associated / required actions and resources in order to live out the growth ambitions. The process concludes with the advisor submitting a short final report containing conclusions on, among other things. the relevance of the program points and the companies' benefits from the Basic module. Reference is also made to the document Performance description of the enterprise program for the description of Basic modules (Framework agreement / part 2a).

Where the Basic modules will be relevant for companies that are not fully defined in relation to their own growth ambitions and growth resources, then a Training Camp will take the companies even further and set structure, schedule, financing needs and the like. in place for the participating companies, so that after the training camp they are not only clarified in relation to growth ambitions and growth resources, but have been given an action plan for how the company's growth process must be realized.

Training camps should therefore be based on the needs of the participating companies.

The practical approach to conducting Training Camps is to integrate a given competency development need, which is defined by companies and the Contractor or other actors in the framework of training Camps, ie. a program proposal is designed to support the growth efforts of companies. Against this background, companies are recruited. The purpose of a Training Camp may in some cases be to elaborate the theme from a Basic module. Counsel is found among the advisers with whom the Contracting Authority has entered into a framework agreement.

Training camps are for company teams and are held over 2 not necessarily consecutive days (duration of 2 x 4 - 8 hours). The purpose is to take the participants further and create a basis for learning processes in relation to the structured use of both internal and external resources in the company's growth readiness. A Training Camp thus often (but not necessarily) builds on a Basic module and can use the same or another Advisor. Counselor who has completed the basic module does not have priority in selecting Advisor for Training Camps. Selection of Advisor follows the rules set out in the Framework Agreement.

The content can, for example, be an elaboration of the yield from the Basic module, where learning is done - and not least tested. a. tools relating to:

1) External sources of knowledge (eg advisors, knowledge institutions and the business services system);

2) Internal organizational resources (eg management, board of directors, advisory boards) and external network relationships (with other growth-oriented companies);

3) Targeted interactions with markets and sources of finance.

The focus is on identifying and working with scalable business models, risk elements, etc. as well as further targeting of growth plan and e.g. training in dissemination of growth plan (opposite a panel).

A Training Camp thus takes the companies even further by setting structure, schedule, financing needs and the like. in place for the participating companies, so that after Training Camp they are not only clarified in relation to growth ambitions and resources, but have been given an improved growth plan for how the company's growth process must be realized.

The process concludes with the Adviser submitting a short final report containing conclusions on, among other things. the relevance of the program points and the companies' benefits of Training Camp. Reference is also made to the document Performance description of the company program for the description of Training Camps (Framework agreement / part benefit 2b).

In addition to the individual counseling, the growth mapping can also create the basis for a group of companies with common challenges together trying to solve these. Business networks consist of teams of at least 6 companies. The purpose is to bring together companies with overall views the same types of knowledge needs. Examples of content may be within strategy, business development, market development, etc. The professional submissions are provided by external consultants who facilitate the Corporate networks and ensure the progress of the project.

The course of a Business Network will be planned in relation to the specific challenge (s), the business conditions for growth, the opportunities for collaboration / business network in the group, etc., so that tailor-made courses for each Business Network will be tailored.

The collective processes in the form of a corporate network mean that the participants undergo various modules that support a growth plan. If relevant, subsequent planning and execution of a specific project event can be carried out, such as trade show visits, market visits, business idea tests, product design tests, new products etc.

The process alternates between group meetings, seminars and sparring of the individual company. Along the way, participants will have the opportunity to exchange experiences, participate in active training and develop strategies, etc. There may be. Experienced business leaders are associated with the process and external speakers with knowledge of relevant topics are involved.

A course for a corporate network can have varying lengths and complexities. Length and complexity depend among other things. of corporate needs and requirements. In some cases, the companies may need more modules than in other cases, and therefore the cost of a course will vary in particular with the number of hours spent on a course. Reference is also made to the document Performance description of the enterprise program for the description of the Enterprise Network (collective course), (Framework agreement / subparagraph 2c).

Strategic networks are an offering that aims to bring together growth potential companies in binding business collaborations, where each company, through the collaboration, receives significant strategic benefits and synergies that the company itself will not be able to achieve - thus increasing the amount of growth potential through the collaboration, for example in relation to new products and / or services close to the market. The Strategic Network activity is divided into 2 phases.

Phase 1 addresses the companies in the target group at the initial level in relation to network perspectives. Ie at an early stage in the process and where each potential network participant needs to be clarified in terms of content and impact when participating in a strategic collaboration.

The task of selected advisors is to identify potential companies for networking and facilitate a process whereby the opportunities for concrete and binding business collaboration and partly the focus / content of the collaboration are clarified.

Phase 1 should thus result in a growth plan for at least 3 companies (one for each company) who have decided to establish a network in a subsequent phase 2. An Advisor who has assembled a Phase 1 network is not excluded from being a Phase 2 Advisor for either this or other networks. Phase 2 is not covered by this call. Reference is also made to the document Performance description of the enterprise program for the description of the Strategic Network (Framework agreement / part 2d).

The Central Jutland Region has a cooperation agreement with the Innovation Fund with the aim of increasing the use of the InnoBooster scheme by Mid-Jutland companies. In an InnoBooster course, a new product or service that is not on the market today is being developed so that competitiveness is significantly improved. This is done by providing the company with expert knowledge through collaboration with a knowledge institution, a consultant, or by hiring new employees with special skills. An InnoBooster course is divided into 2 stages. Phase 1: Initially, an amount of max. DKK 6,000 for guidance on preparation of application. This amount is given regardless of whether the application is approved or not by the Innovation Fund. Phase 2: Once the application for the Innovation Fund has been prepared, submitted and a commitment has been received from the Innovation Fund, an amount of max. DKK 10,000 for continuous follow-up and guidance during the project period. This amount should also cover the preparation of a short written follow-up once the course of the Innovation Fund has been completed.

The company applies for both phases at once, and if the application to the Innovation Fund is rejected, the Advisor sends an invoice to the Client then. If, on the other hand, the application is approved by the Innovation Fund, the Advisor will notify the Client and the company can then dispose of an amount of max. DKK 10,000 for ongoing follow-up and guidance during the project period, and in this case the Consultant only sends an invoice to the Client when phase 2 is completed. After completing the course, the Advisor submits a short final report describing whether the company has received an application or not (if no application is briefly described why), if an application has been submitted describing whether or not an undertaking has been obtained (commitment / rejection is sent) the final report), whose commitments have been achieved, describe how the innovation project was implemented and what the dividend is. Reference is also made to the document Performance description of the enterprise program for the description of InnoBooster (Framework agreement / part benefit 2e).