According the SME’s activities within innovation and networks, especially in COVID-19 time, are crucial. We also organize within the right themes. However, we should also create a platform for questions and answers. This is how core teams can also be created. Our membership base is very diverse. With core teams we can support members more specifically. According to the SMEs, we focus on the short and medium term, which is good. In the longer term it would also be wise to have a vision while communicating and formalizing with government parties.
For governments it is not always clear which activities are important. They are also often irrelevant to government agencies. However, they are relevant to follow because the industry finds them relevant. Government agencies are mainly concerned with networking, which is good. In terms of themes, smart and green are relevant. As far as we are concerned, the focus is on long-term innovations. However, in the short term we are making connections to our network. According to scaling-up support organizations, we organize activities related to developing knowledge quite well. Through our activities scaling-up support organizations meet the right people.
According to them our network is strong. They also benefit from that. That is positive. In general, our activities are focused on the medium term which is good. Improvements are within the focus on talent. Not only for ourselves, but also for our members. In addition, we could do more with data, both for smart mobility and for traffic management.
According to SME’s we often stick to our agreements. We are therefore a reliable partner. SMEs feel connected to us. We have a large and influential network. SMEs believe that we represent them well, however we may profile ourselves more clearly. But we should focus our network more on the EU. In addition, it is also difficult for SMEs to mix with the larger companies. We could play a part in that. We could organize tables so that smaller and larger companies come together.
We do not represent the network of a government agency, but that of the sector. According to government organizations, we have a large and relevant network within the industry. Especially since the merger with the RAI Vereniging. According to them, we stick to the agreements and they feel connected to us. We are a reliable partner.
We have a large and ‘correct’ network. We also supply content within this network. However, according to the scaling-up supporting organizations, we should focus more on start-ups and scale-ups. For example, in coaching them keeping them on track. We also focus little on international players within Europe. That has to change. We could work even smarter with scaling-up supporting organizations.
According to the SMEs, our cost-benefit is positive. Being a member of RAI AI NL already resulted several collaborations with each other. That was found to be very positive. For small businesses, our membership is expensive, while we could ask more from the larger companies, despite supporting them in a different way than SMEs.
According to the government, the costs are in proportion to the benefits. For some, we are even indispensable to the automotive industry. However, not all government parties are members of us, so it is difficult to estimate whether the cost-benefits are positive. So those who are not members approach this question from the perspective of participating in events.
For scaling-up supporting organizations the relationships are good. Having a membership with us is crucial to stay connected with the automotive industry. However, being a member has no added value. Members have to invest in our network themselves to be involved. Being a member basically means having a key to our safe. It is up to the members themselves to get something out of it.
We communicate proactively, and we respond quickly to questions from the SMEs, which is experienced as pleasant. We also often communicate newsletters, which is not always read. SMEs think that it would be nice if we had more direction and vision within the field of communication.
For regional authorities communication via the newsletter is considered good. In addition, there is also a lot of personal contact. The government prefers this. We also answer questions from governments quickly and adequately. In the area of networking activities, communication needs to improve. We also share a lot of news across the board. This is seen as positive. However, it is difficult to extract the important elements from a regional authorities perspective.
We send out many newsletters to scaling-up support organizations which is good. However, having personal contact works best. We send a lot of broad information which is good, but we sometimes miss a vision. We lack strategy in our communication. This may also be due to the merger with the RAI Association. We are clearly still finding the sweet spot within communication. They advise us not making communication too complex.
According to our SMEs we take initiative. This research is a good example of this. It takes courage to perform such an interview, which makes us a modern organization within our industry. We are also innovative and resultoriented. SMEs notice that we are committed to getting the most idle members more active. The caveat is that when you do have a lot of talk clubs, some SMEs ask how applicable the networks for cooperation are. SMEs also notice that we have recently merged with the RAI Vereniging and that it requires time getting used to this both for the RAI, for us and for our members.
For regional authorities we show initiative and organize many activities concerning innovation. Especially towards the industry within the areas of Smart and Green. The government does not consider us a modern organization. Major steps can still be taken, especially within the digital world. The website is poor and there is little interaction. In addition, we are now very traditional in communication. However, they do find us resultoriented.
We are results-oriented within the field of innovation and cooperation. In addition, we also show initiative in the field of knowledge sharing. However, we are reasonably traditional, which is not a problem, because our industry is too. Nevertheless, we should be able to think more out of the box.
For scaling-up support organizations we are results-oriented within the field of innovation and cooperation. In addition, we also show initiative in the field of knowledge sharing. However, we are reasonably traditional, which is not a problem, because our industry is too. Nevertheless, we should be able to think more out of the box.