Business to Tourism

B2T
A good practice for organising
exchange business visits in Europe

F INAL PROJECT HANDBOOK

Index

Section 1 introduction

Section 2 networking support

Section 3 working teams

Section 4 working phases

Section 5 outputs and results

Section 6 overall project evaluation

Section 7 B2T as good practice : how to organise business

exchange visits in the European Union
Section 1 : introduction

General objective
This project aims at encouraging the exchange, mobility and debate on
transversal and common topics of interest, as well as others addressed to
specific sectors, among European employers and employees (area
responsible), over the age of 45 and coming from SME´s operating in different
countries and sectors of activity, in order to activate synergies and future
business co-operation.
The level of participation of the above targets in initiatives for mobility and
exchange networks is still very low as due to the specific features of the small
and medium size companies in terms of size and resources; they have fewer
opportunities to participate in such programmes (most of which address
youth) and face more difficulties in adapting their current skills and
competences. Consequently they are clearly more affected by social
exclusion and the fair of losing their jobs.
The project was carried out between November 2004 and November 2005 and
was implemented by a partnership of four organisations from Spain, Italy,
Greece and Finland.

Specific objectives
ƒ To support continuous updating of the professional skills of older
specialists (over 45) subject to a major risk of social exclusion (re-
qualification, labour adjustment plans, etc) including linguistic skills.
ƒ To contribute to an in-situ knowledge of the economic reality of the
sector or current situation/treatment of the particular area of speciality
in other countries which can be transferred to their own company or
sector.
ƒ To valorise knowledge acquired through years of business experience
and in this way, share and exchange information in order to transfer
good practices.
ƒ To be aware of and support spin-off initiatives (new business lines initially
set up inside companies) through business cooperation and acceding
to what others are doing.
ƒ To propose to the public authorities, concrete actions related to the
detected needs for each sector, that could further help better
programming of the initiatives and grant programmes for Sme´s at either
the local, regional or transnational level.

The above objectives are to be achieved through a “Programme of exchange

visits”, being designed and implemented by a partnership of 4 Member States
(Spain, Italy, Greece and Finland), each to be organised and hosted by one of
the partners in close cooperation with local-regional stakeholders (research
bodies, public Authorities, etc). The programme aims at encouraging
networking support, debate and reciprocal understanding of the present and
future of the different sectors/business topics of interest, operating in several
countries, taking advantage of synergies that could arise in terms of potential
future business co-operation agreements, contacts, etc.
Section 2 : networking support

On the European level it is important that actors in different kind of projects learn to
operate together, and not just as independent actors in different countries and cultures.

Co-operation as real partners demands much more than just working together. It is a
knowledge creation process based on trust. A pilot project is a knowledge creation task
on which the partners are dependent on each other. Such trust does not exist between
the organizations, it only exists between individuals, the representatives of the
organizations.

This is why it is so important to organize opportunities for face-to-face meetings and

support for networking processes before, during and after the meetings.

List of the ways of supporting networking

among participants (companies,
professionals, etc…):

9 Before the business visit : phone

Networking calls, advertising letters, e-mails with
introductions, welcome letter,
support for group e-mail list. Organise a first
participanting informal meeting to give all
participants a chance to meet
companies each other.
9 During the business visit : provide
them with a list of names, contact
data, photos and professional
profiles.
9 After the business visit : Post-
programme evaluation, group-
email list for discussion, collected
photos on server, circulate contact
information of national co-
ordinators. Keep in touch with
participants for further activities
organized by the national
coordinators.
 A transnational networking process needs
matchmakers but before the matchmakers
are able to help others they need a good,
active network that is based on trust.

Growing up in different cultural environments

Networking gives us different cognitive maps. Before
support for people can trust each other they have to
learn how the others are thinking and acting.
the co- Misunderstanding the behaviour of the others
is often behind bad or poor experiences of
ordinators transnational co-operation. To understand
and to work together effectively needs an
open, relaxed atmosphere and lot of
communication.

A good transnational network is a platform for

new, creative ideas, the chance to learn from
others and an opportunity to do better,
European business together.
At the beginning of a Organise a face-to-face kick-off meeting, where the co-
project ordinators can get to know each other and agree on the
basic rules for the project.
Defining all terms, and all key words because there are
cultural differences in understanding the content of the
words.
Create a group e-mail for discussions and for effective
communication.
Create a www-page with the opportunity for
maintenance by each one of the national co-ordinators.

During a project
Business visit proposals via e-mail for comments. Share
ideas and experiences via e-mail or on the open
www.platform.
Continuous evaluation of the events.
Phone calls before business visits: a courtesy phone call
after the business visit.

At the end of a project Close the meeting and agree on sharing tasks in writing
The final report..
Section 3 : working teams

Confederación de
Empresarios de Aragón About our organisation
(CREA)
Avda. Ranillas 20
50018 Zaragoza CREA, is a non-profit employers organisation located in the
Spain
autonomous northern Community of Aragon, Spain.
Phone
(34) 976 460066
CREA represents more than the 80% of the total enterprises through
Fax its associate territorial and multi-sectorial businesses associations as
(34) 976 460136
well as the biggest local companies operating in the region.
email
innovacion@crea.es
CREA provides a wide range of services from training &
Corporate logo employment to tailored guidance in different business areas and
addressed to different targets, carrying out periodical socio-
economic surveys, providing European information through an EIC
(Euro Info Centre) hosted by the organisation, and promoting /
participating in different European Programmes, etc. All this is done
by a multidisciplinary staff of approx. 55 employees with different
profiles.

B2T Spanish team

Mr. Fernando Garcia de Leániz. Project supervisor

Mr. Juan Carlos Dehesa. Project coordinator
Ms. Nathalie Garcia de Leániz. Project technician
Ms. Carolina Alvarez. Project technician
Ms. Cristina Marin. Administrative support
Ms. Belén Palomar. Administrative support
Ms. Maria Lopez. Administrative support

¡Visit us at!
www. crea.es
www.creaprojects.info
Section 3 : working teams

StudioCentroVeneto About our organisation

Via G.B. Imperiali 77
Vicenza 36100 StudioCentroVeneto (SCV) is a private consulting organisation for Small
Italy Businesses.
Started in 1968 in Vicenza as an Information Service Bureau for SMEs, it
Phone
(0039) 0444 51 27 33 has evolved into a multi-service network for SMEs, offering Training,
Personnel, Quality, Marketing, Translations, Environment, E-Learning and
Fax other focused services.
(0039) 0444 51 24 20

email SCV has been working on adults´ training activities and research field for
info@studiocentroveneto.com SMEs, entrepreneurs, managers, and the training managers of sme's
Associations, for more than thirty years, in northern, central and southern
Italy.

Nowadays SCV specializes in research, training and consulting in the field

of Business Transfer.
The founder Toni Brunello is an official member of the European Expert
Group on Transfer of Businesses.

He has designed the first European good practice on the matter-

kit.brunello – and has developed many experiences/project in
cooperation with Institutions, Chambers of Commerce, Trade Association,
and the world of education.

Studiocentroveneto has wide experience of European projects in the field

of tourism, the design, implementation and realization of a multimedia
product, the design and implementation of e-learning content for
business transfer courses, and networking projects even with the Eastern
European countries.

B2T Italian team

Toni Brunello, project coordinator

Paolo Zaramella, project technician

Elena Bertinato, project technician

¡Visit us at!
www.studiocentroveneto.com
Maria Gennaro, Administrative support
Section 3 : working teams

University of Vaasa
Levón Institute About our organisation
Wolffintie 35
The University of Vaasa is located in western Finland. Vaasa University's Centre
65200 Vaasa
Finalnd for Continuing Education and Research Institute united at the beginning of
2001. The name of this new centre is the Levón Institute. The aim of the Levón
Phone Institute is to organize educational and research services and development
(358) 6 324 8111
programmes with the outside funding. It had a staff of 45 in December 2005
Fax
(358) 6 324 8350 Educational services
The Levón Institute of the University of Vaasa is designed to meet the needs of
the various faculties of the University and to participate in the development
email
and change in the society. The Levón Institute develops its activities through
helena.etelaaho@uwasa.fi
strong co-operation with different organizations, transferring and implementing
university research information with special emphasis on entrepreneurship and
internationalization.

Research services
The Institute conducts applied research with consideration for the needs of the
customers. The customers consists of private companies and the public sector,
mainly the ministries and regional authorities.

In recent years, the research has mostly consisted of evaluations, follow-up

studies and development projects. Essential fields of research have been
environmental administration, eco-competitiveness, research into rural areas,
and evaluations of various types of EU-funded projects and initiatives. In
addition, research papers on marketing, logistics and R&D have been
produced for the private sector.

B2T Finish team

Ms Helena Etelaaho. Project coordinator
Ms Yvonne Hogholm. Project technician
Ms Nina Jokiaho. Administrative support.
Ms Merja Sjoberg. Administrative support.

¡Visit us at!
http://www.uwasa.fi/intern
ational/
http://www.uwasa.fi/levon
/www/index.php
Section 3 : working teams

Hellenic Management
Association About our organisation
Ionias 200 Ave and Iakovaton
111 44 k. Athens
The Hellenic Management Association (HMA) was founded in 1962. It is a
Greece non-profit organization, which aims at the dissemination, development
and promotion of the principles, methods and practice of
Phone
(0030) 2102112000 contemporary management.

Fax Today, HMA counts 4000 members, 400 of which are enterprises and
(0030) 2102112020
organisations, while the rest are individuals, mainly chief and senior
email executive officers, businessmen, university professors and others.
koinotika@eede.gr HMA nowadays incorporates seven institutes dealing with specific
Corporative logo management operations.

Apart from its central offices in Athens, HMA also has regional branches
in Macedonia, the Peloponnese and Western Greece, Crete and
Thessalia. HMA currently employs a staff of approximately 70 people,
while at the same time co-operating with 535 trainers. All services of
HMA have been recently certified according to the prerequisites of ISO
9001:1994
HMA has special departments for European Union Programs and
another for Innovation and Technology. Their prior aim is to exploit
Community and Innovative Programs within the framework of the
general purpose of the Association, namely the promotion of
Management in Greece and the support of Greek enterprises through
educational and informative activities.

B2T Greek team

Yannis Kalivas, Project Manager
Lina Tsagaraki, Dissemination Activities
Giorgos Sarris, Project Coordinator
Gofa Fanianna Project Manager Assistant
Aneza Tsiligiri Project Manager Assistant

¡Visit us at!
www.eede.gr
Section 4 : working phases
Phase 1: Project management
Objectives:
9 Planning the project to
meet its objectives within the 9 Preparation and signing of
given time schedule and
budget.
9 Co-ordination and
continuous monitoring of
activities, tasks and budget. 9 Organisation of kick-off
9 Ensuring quality
management.
9 Ensuring the active
involvement of each partner
in the project
implementation.
9 Preparation of final report for 9 Preparation of final report
the EC
Phase 2 : design of visits
Objectives:
9 Analysis of local SME needs 9
related to the different
topics to be approached
during the business visits
9 Contact and involve the
most relevant stakeholders
within each country relative
to the different topics
9 Design and develop a
common working
methodology, tools and
criteria (definition of
users/targets requirements )
for identifying and selecting
the participants to attend
the different business visits
9 Definition the final topics
and programmes for the four
business visits to be
organised in the four
countries
tasks:
9 Preparation of a detailed
workplan
the contracts by the
partners
9 Periodic reports on activities
and financial reports
meetings and steering
committee meetings.
Compilation of agenda,
arrangement of practical
details, compilation of
meeting minutes
9 Review of the work plan
after each meeting &
business visit if necessary
Tasks:
Kick-off meeting (M2,
Saragossa, ES)
9 Carry out initial research and
local contact
9 Prepare tools and criteria for
identifying participants at
the local/regional level
9 Conduct research
9 Define programmes and
roles for each
participant/collaborator
Working methods:
9 Organisation of
transnational meetings
between the partners
9 Continuous communication
through telephone, fax, e-
mail and the private section
of the project website
9 Management of quality is an
integral part of the
management of the project.
Tools and techniques for the
management of the
projects will be used for all
above. ( Gantt diagram,
Pert diagram, electronics
tools ).
Working methods:
9 The work to be done in each
country and the contacts to
be involved will be paid to
concreted according to the
number of SMEs. Attention
will be paid to the choice of
those that will take part in
the visits in order to ensure
participation by different
branches, urban and rural
areas, old and new
enterprises and enterprises
that have been established
by women and people with
disabilities.
9 During the kick-off meeting
an agreement should be
reached concerning the
strategy for the compilation
of the research and the
local involvement of other
stakeholders. Moreover, the
partners should agree on a
common criteria for
selecting homogeneous
groups of participants as
well as in using
homogeneous promotional
material for dissemination.
9 The final themes for the visits
and the content of the four
programmes should also be
concreted during the kick-
off, depending on the results
of the initial local research
and according to the
different stakeholders.
Phase 3 : implementation of visits
Objectives: Tasks : Working methods:

9 Identification, analysis and 9 Preparation/adaptation of 9 Each partner, in each

selection of participants for
the four business visits
9 Organisation of the four
business visits to be held in
the 4 countries
9 Assessment of the business
visits by the end-users
(participants), partners and
other stakeholders and
collaborators
9 Comparison of data and
conclusions from the visits
and issue of a final
transnational report, a
project handbook
containing the conclusions
and recommendations and
a first draft of a
methodology for organising
future business exchange
prgrammes addressed to
elderly people.
dissemination and
promotional material to start
the selection procedure
9 Final selection of
participants
9 Organisation of four business
visits to be held in Vicenza,
IT, Athens, GR, Vaasa, FI and
Saragossa, ES.
9 Assesment and issue of final
visit reports
9 Each partner in each
9 Each partner will also take
9 Selected participants will be
country will be responsible
for identifying SMEs that
could participate in the
business tourism programme
and contacting them further
by email, mail and other
normal corporative
channels.
9 The groups would be made
up of aprox. 40 participants
being selected by the
partners according to their
interest in and experience
of the particular topic
country will be responsible
for editing the final
programmes and preparing
the necessary promotional
material
care of the necessary
human and logistical
resources for the visits
development, such as
appointing
tutors/moderators and being
responsible for practical
arrangements such as social
programme,
accommodation and
meeting place (s).
appointed to evaluate all
the material during the visits

Phase 4: Dissemination
Objectives: Tasks: Working methods:

9 Informing a wide public of 9 Dissemination plan 9 The dissemination plan will

the project´s objectives and 9 Development of
the expected outcomes. dissemination tools
9 Facilitating access to the 9 Dissemination in partners
project´s outcomes organisations
9 National dissemination
through press releases,
targeted mail, contacts
9 Development of a project
website
9 International dissemination
through website, newsletter, 9
etc.
9 Organisation of the national
business visits in the four
countries
be designed at the
beginning of the project and
will be presented and
developed during the kick-
off in Spain.
9 Promotional material
including leaflets,
programmes, posters, etc
will be designed in 5
languages.
The promoter will design and
develop a project website
that will include basic
information on the project
objectives, activities,
partners and expected
results
Section 5 : outputs and results

End-visit reports
The reports are to be based on final discussions
and evaluation, and which are to be covered by
a report written by each group itself and
complemented by evaluation from partners and
beneficiaries.
Each report will include an initial overall
description of the theme being approached and
the main discussions, conclusions, key
recommendations and potential agreements
that could be reached.

B2T as a good practice

“Don’t waste this experience! You should
disseminate it”. This is the recommendation the
members of the four teams, who organized the
business visits, that was received by participants
who went through the B2T.
“I wouldn’t believe it was possible to get such a
good feeling and such a confidence in unknown
operators in such a short time” an Italian
participant wrote in an e-mail.
That’s why a detailed analysis is presented here,
by looking back to the single steps.
The aim of the presentation is to give potential
actors of future B2Ts some experience of a very
practical tool with which to organise it
successfully.

So the guide is structured as a vademecum, a

log, useful to step-by-step manage the single
moments in the organisation process.

B2T project website

A project website has been designed for public dissemination purposes of the project´s
objectives and a working plan with which to access the partial and final outputs, as well as
for communication, private exchange and management among the partnership.
The site has proved to be quite useful for informing, identifying, and selecting participants
for the 4 business visits, and as a meeting place for them where to access detailed
programmes, professional profiles, end-visit reports and speeches of each visit among other
utilities.
Visit it at : http://www.b2t.org
Section 6 : overall project evaluation (I)

THE FIRST STUDY VISIT took place in Vicenza, Italy between 7th and 10th of April 2005, organized by
Studio Centro Veneto. This was the first meeting in a series of four meetings planned to be held in
the project period.

The first part of the meeting was devoted to presenting and analyzing project objectives and the
way the meeting would be run. The subject of the meeting, “business transfer” was discussed with
the participants and working groups were formed in order to take advantage of the multinational
character of their composition. The study visits contributed to this discussion.

As the evaluation report reflects, the participants’ criticism it is important that the majority of them,
were very interested in the subject and the way it was treated. They appreciated the idea of
working in trans-national groups, and having an opportunity to exchange knowledge, experience
and propositions on how to cope with a problem (business transfer), which seems to be more
common and problematic than they could imagine until then, not having discussed it with other
European co-citizens. In that sense, the project objective of promoting a common European
culture for people from SME’s that do not have the means to do it by themselves, seems to be very
promising.

The second part was mainly devoted to a seminar that was open to the participants and the
general public of the local community (different actors in economic life, entrepreneurs,
consultants, decision makers, etc.). After the introductory phase and the groups’ workshops in the
first part of the meeting, the seminar was an extension of the subject of the meeting with
theoretical presentations and analyses of case studies. Although very tough on time
management, it is characteristic for business people; the participants expressed their interest and
had the opportunity to expand their bilateral meetings with the prospect of future cooperation.

The main conclusions were:

• The overall appreciation of the meeting was considered positive.

• The satisfaction of the participants concerning the objectives of the project was very high.
• The methodology was considered very interesting; “exchange with people from other
countries is the best way to move forward towards a common Europe”.
• The organisation of the meting was very effective and efficient.

An important recommendation would be:

• To give attention to the actively involving the participants in the events of the meeting. One
aspect that reflects this involvement is the number of remarks that were made concerning
different aspects of the meeting, stemming from the subject to how the different events could be
organised in order to increase the benefits they could get from them. In that sense it was
important input for the meetings to follow after Vicenza.
Section 6 : overall project evaluation (II)

THE SECOND STUDY VISIT took place in Vaasa in Finland, from the 16th to 19th of June,
2005. It was organized by the Universty of Vaasa, and the subject of the meeting was
“Entrepreneurship vs intra-entrepreneurship”. The agenda of the meeting followed that of
the first meeting in Italy, as it was appreciated that it was the best way of organising it.
Study visits, group work, seminars open to the public etc were the elements of the
meeting. We must say, that apart from the partners’ personnel, the participants from the
different countries were different to those in the first meeting. This meant that more time
was devoted to explaining the “rules of the game”, in order to help them gain the
maximum benefit from the meeting. This is one important innovative aspect of the project,
because it was not only the different subjects covered in the project but also the total
number and the variety of people who participated in the meetings.

The main conclusions were:

• The objectives were achieved and the participants appreciated their involvement
in a very positive manner.
• Some proposals were made to local organisations as well as to the promoter of the
project for ready-made solutions for the subject under discussion.
This was to be expected as the people involved are active in business and are searching
for easy-to-apply solutions ; their time is so limited that they would rather act than discuss.
• All of the participants appreciated the chance to exchange experiences with
“colleagues” from other countries facing the same or similar problems, which proves that
the innovative idea of combining business with tourism and the composition of trans-
European groups worked very well.

An important Recommendation would be:

• All people that participate in these kinds of meetings should have knowledge of at
least one foreign language, e.g. English.

As a matter of fact, communication skills due to different languages or lack of knowledge

of at least of one foreign language, seems to be an important obstacle, in these kind of
projects.
Section 6 : overall project evaluation (III)

THE THIRD STUDY VISIT took place in the very south of Europe. The island of Crete, HMA
organised the third meeting of the project during the period 14-18 September 2005, on
the subject of “Quality in the Tourism Sector”.
The meeting was organised around a mix of study visits, group work, bilateral meetings
and a public conference/seminar. A visit to the famous archaeological site of Knossos
(Minoan civilization) completed the activities of the meeting. Again, the whole meeting
was run in the same manner as the two previous meetings. It was necessary to present the
objective, discuss the agenda and explain what and how to do it, in order to gain the
most from the participation in this meeting.
The clarification was made, that quality in the tourism sector is a combination of processes
and human relationships and that problems with quality are similar everywhere.

The main conclusions were:

• The combination of theory and case studies was a very important subject and kept
highly the new group of participants interested in this meeting.
• The reinforcing of international networks between participants was a very good
aspect
• the time devoted to the bilateral meetings was enough to promote the
cooperation between partners.
• The programme gave the opportunity to develop new ideas, hopes for the future
and the possibility for benchmarking.
• It was important that the participants had an opportunity to discuss and exchange
their experiences during the meeting.

Some important recommendations would be:

• To offer relevant supporting material such as documents, oral presentations

printouts, etc.
• Regarding the time schedule, participants suggested there should be less free time
should be given. This is a normal reaction, if we take into account that many interesting
cultural events related to the country have to be included in a very short time period.
• Language skills were again raised in this meeting. All participants should speak and
understand the english language
A possible explanation for this could be the age of the participants, most of them being
over 45 years old, which means that they belong to a generation that has seen the
beginning of the construction of the European Community. But, although it was a small
problem, we think that those who had some language difficulties, would benefit from the
assistance of translators in some events.
Section 6 : overal project evaluation (IV)

THE FINAL VISIT was held in Zaragoza, Spain at the premises of the promoter. CREA has
organised the meeting between the 20th and 23rd of October 2005. The subject of this
meeting, “Management of Innovation and Logistics” was very important for participants
from SMEs. CREA organised two conferences, that were open to the public, and took
account of the experience gained from the previous meetings.
The study visits and the bilateral meetings completed the programme. If it happened in
some cases that the theoretical part was occasionally heavy, this depended more on the
characteristics of the speaker than on how the programme was built.
Actually, due to the effect of meeting people (some already known from previous visits);
business opportunities became real in just a few minutes. The subject of the meeting itself
was at the very edge of modern business activity and took globalization and the
internationalization of economic activity into account.
As a promoter manager, CREA has the know-how to further develop B2T and extend the
participation in the programme, including the newcomers to European Community,
letting the European countries know what has been done is a wonderful example of
building up a new European spirit.

The main conclusions were:

• The tourism visits supported interpersonal discussions among the participants.

• The agenda was well scheduled with specific content.
• Good balance in terms of time spent between theoretical and practical sessions
• The content of the logistics was more relevant than the participants expected. It
covered different aspects and the case studies were from different application areas and
gave information and ideas for future use.
• The bilateral meetings were very important, and allowed improved partnership in
the future.

Some important recommendations would be:

• With regard to the recommendations made by the participants in Zaragoza, these

are very similar to the previous meetings even though the participants were different.
• Language skills were elementary
• Relevant documentation support has to be solicited
• The participants would have preferred a less intensive programme
• Ready-to-use solutions for business people would have been welcomed
• Hospitality and friendship among participants with different cultural backgrounds
proved to be the means of enhancing European connectivity.

Summarizing the above presentation we present in the form of a SWOT analysis, which
makes part of the report.
Section 6 : overall project evaluation. SWOT analysis (I)

STRENGTHS

Basic project objectives have been well covered, that is:

o Useful because it gives the possibility to meet people and travel in new countries making it easier to get in touch
with foreign clients/partners and start new relationships.
o In a short time period (less than a year) about 200 people have been actually involved in European mobility
enhancing their awareness of European cooperation.
o More than 200 people have been involved in the project participating in the local conferences and having the
opportunity to meet partners from other European countries.
o It has made professionals coming from SMEs aware of other cultures and different ways of doing
business/cooperation.
o A good chance to meet each other outside the labour environment and start networking among people (even
before institutions).
o The clarification that quality in the tourism sector is a combination of processes and human relationships.
Organisational aspects:
o Very good impression, wide knowledge among organizers and great overall organization of the different
business visits.
o Very high appreciation of the professionalism and commitment of the organization/coordination staff.
o Very effective organization of different multi-subject meetings in different countries and coordination of a large
variety of people involved in each meeting.
Feelings/Emotional aspects:
o A good chance to meet people from the human perspective; the basis for further business relationships.
o They business visits had a good impact on two levels: on the personal level it was an interesting, stimulating and
amusing experience. On the human level very enriching, and professionally promising
o The mix between tourism and business helped to facilitate a better relationship among the participants and also
gave more possibilities for effective business contacts in the future
Perspective aspects:
o A very good example of how to organise interactive business and tourism projects, involving a large variety of
people and subjects.
Section 6 : overall project evaluation. SWOT analysis (II)

OPPORTUNITIES

9 To organise similar projects with a sectoral approach to meet professionals with similar expectations. Even
transversal topics such as externalisation, etc
9 Meetings should focus on topics that concern all participants, such as globalisation (for instance how they face
competition from Asian Countries, etc
9 Need to improve linguistic skills among European professionals
9 To meet teams with concrete interests and be able to cooperate (not only benefit themselves individually).
9 To involve local business associations, chambers of commerce, etc, knowing their companies
9 Participants should come from different areas of Europe (i.e. from North Europe, West Europe, Central Europe,
East Europe and South Europe) in order to facilitate different cultures/mentalities, comprehension and business
exchanges among EC members
9 To organise a European wide senior consultant network to promote European competitiveness in business
9 Use this experience to create a transnational network of organisations that will promote such European projects.
9 To develop an inventory of examples of good practice for similar projects and case studies.

WEAKNESSES THREATS
• Groups with a heterogeneous profile does not allow - This programme will always bring added value to the
concrete synergies, in a short time period. participants although not in a short term.
• Shorter duration of each programme for more - Offering such a programme for free may causes
fruitful relationships although this would depend on people to relax, meaning not take full advantage of
the topic being addressed. it.
• Mediterranean countries may have found too - To lose its character under the pressure to provide
much theory and not enough case studies in other more specific subject matter.
contexts, which might have been a great help. - The foreign language skills necessary for
• Lack of English speaking among Spanish participating in the project might cause some
participants in particular. reluctance to take part.
• More time devoted to interpersonal meetings.
• Written material to be delivered in advance.
Section 7 : B2T as a good practice (I)

Phase and sub- Actions and sub-actions Logical base for Advised specific
phases validation features
Phase 1. Phase 1. Phase 1. Phase 1.
Strategic Objective: Strategic attitude: Guidelines: Look for virtuous Geographical features:
Promoting and a. Looking for countries with potential for differences on the following sides: - Northern Europe
stimulating the start of getting involved. Getting in touch with - Geographical position - Western Europe
self-initiatives, able to them, and selecting them. - Natural features - Southern Europe
start trans-national (or - Business culture - Central Europe
national) cross-fertilising - Management culture - EU Enlargement area
business projects, - Technology tradition Economic features:
through a series of some - Cultural traditions - Traditional management
business visits (from 2 to 5 - History culture -
business visits per general - Cultural basis Advanced Management culture
project. - Art heritage - Traditional technology
- Light ICT technology
Culture / tourist features:
- Typical local traditions:
- Art, food, habits, customs.
Project Country Partners Advice 1: think about Partner Countries, Actual business features of List of 6 potential Countries:
Composition: There will look for areas with different potential partner Countries: - Country 1: __________________
be some Country geographical, business and cultural - Country 1: __________________ - Country 2: __________________
Partners (e. g. 4-5 features. Hopefully, such different - Country 2: __________________ - Country 3: __________________
Country Partners) and - features should be particularly - Country 3: __________________ - Country 4: __________________
alternatively – stimulating for participants coming from - Country 4: __________________ - Country 5: __________________
occasionally a Hosting those different countries. - Country 5: __________________ ( Country 6: _________ )
Partner and some Visiting ( Country 6: _________________ )
Partners.
Tourism features of potential Actually selected countries:
partner Countries: - Country 1: __________________
- Country 1: __________________ - Country 2: __________________
Country Participants - Country 2: __________________ - Country 3: __________________
Composition: The total - Country 3: __________________ - Country 4: __________________
number of participants - Country 4: __________________ ( Country 5: _________________ )
should allow organising a - Country 5: __________________
manageable group (e.g. ( Country 6: _________________ )
to meet in a room, to go ( Country 5: _________________ )
around by a bus). Advice 2: Think about the functional Number of participants per
structure of a Partner Country group Country group per single business
profile. A group of 4 Countries with about visit:
10 participants or of 5 Countries with - Actual participants: _____
about 8 participants, + 2 organising - Organising operators: _____
Country Participants operators per Country has proved to be
Background: Participants manageable and functional with regard
should assure to the objectives (4*10 or 5*8) + (2*4 or 5)
contribution of valuable = 48-50 (top limit).
experience and Advice 3: In order to promote self How to recruit them: Hypotesis of potential
exchange of knowledge. initiatives, the participants should have If they are institutionally known as participants:
both a cultural ground and experience. experts, or have attained some
Then they should be, some way, mature award in their areas of
people (e.g. over 45). Think in advance competence, they could fit the
about a good mix of participants in desired profile.
Partner Country groups profile. Look for
people potentially able to start self
initiatives and cross-fertilising business-
projects. Start thinking about, then
looking for them, as soon as possible.
Section 7 : B2T as a good practice (II)

Phase and sub- Actions and sub-actions
phases
Country Participants´ Advice 4: A good single group of 10
Background (cont.): people could be composed as follows.
Participants should (As far as possible, people should come
ensure contribution of from different geographic areas of every
valuable experience and country involved). Then look for:
knowledge exchange.
- 5 networkers. E. g. members of business
associations, chambers of commerce or
of other service organisations, as
functionaries or as representatives; or
business consultants.
- 2 field people: people particularly
experienced in a specific issue on a
practical field (e. g. entrepreneurs…).
- 2 theoretical experts: people having a
particularly deep knowledge on a
specific issue, on a theoretical point of
view. Look for such people in the
Universities, in research institutes.…
- 1 jolly participant: look for a person
worth of being part of such a group
Logical base for Advised specific
validation features
Selected participants:
- 5 networkers: look for business
associations or chambers of
commerce.
- 2 field people: publish articles or
news, advertise, give interviews, Selected participants:
and look for self-selected
entrepreneurs….
- 2 theoretical experts: publish
articles or news, give interviews, Selected participants:
use the University channels, look
for self-selected experts, then
actually select them ….
- 1 jolly participant: look for a
Selected participants:
person worth of being part of
such a group … as you like.

Advice 5: If necessary, check their age - Age: There could be at most

(e.g. over 45). two people less then 45.

Phase 2. Phase 2. Phase 2. Phase 2.

Organisational attitude. Participants must Organisational, practical needs. Get the final lists of expected
Organisational aim. actually come to the visit (so taking some Ensure any need to get actual participants for the 4-5 day
Participants must be able of their time of 4-5 days). They must be presence of participants with the business visits.
to express business supported in their need to communicate required skills during the planned
exchange potentialities, and exchange knowledge and business visits time.
during each 4-5 day visit. experiences, and consequent business
development potentiality.
Advice 7: Prior formal registration: get a Participants should sign a visit Get signed confirmations.
personally signed paper from the confirmation.
participants to ensure that they really will
come for the planned time and duration.
Potential participants should be prepared
to pay for their own expenses coming
from their potential forfait (e.g. travel
tickets).
Advice 8: Alert at least 1 (or better 2) Keep at least 1 potential Define the final list of participants.
potential participants, to be included at participant on stand-by.
the last moment, for those potentially
giving forfait at the last moment (10%
forfait - also for actual, unvoluntary
reasons - seems to be an average).
Advice 9: Given for granted that travel Send an e-mail explaining how Get an e-mail back from each
expenses from one Country to another the business-visit costs will be single participant, confirming that
will be part of the project, don't forget to managed. Write and send a very they have seen the programme.
make clear to the participants how you detailed planning for each
are going to deal with them regarding in- Country Partner group.
country expenses. And remember that
(right or wrong it may be) the invited
participants may expect from the
organiser Country partner a high level of
service, not far from that which they
would expect from a travel agency...
Section 7 : B2T as a good practice (IiI)

Phase and sub- Actions and sub-actions Logical base for Advised specific
phases validation features
Advice 10: Clarify the business-visit Send an e-mail about the Get an e-mail back from each
philosophy and the general programme. business-visit philosophy and single participant.
This should be done with brochure. programme. The host country
should prepare a a light
brochure.
Phase 3. Phase 3. Phase 3. Phase 3.
Tactical Attitude: Pre-paring, promoting, Tactical needs: Actual actions:
Tactical Objective: stimulating exchange of knowledge and Prepare business-visit programme - Define the visit programme
Facilitating exchange of experiences during the business visit in details (according to local - Complete participants´ CV
acquaintances and planned time between experienced situations) and organise co- Dossier per single Visiting Country
knowledge during the operators (e.g. over 45-year-old ordinated on-line information, in Partner, by Hosting Country
business visit, in order to professionals, experts, entrepreneurs). order to assure effective bi-lateral Partner
facilitate business meetings.
development Collected CV profiles, to make - All Countries CV profiles to be
exchanges. Advice 11: Get written previous the CV Dossier. put together by the Host Country
information, at least two weeks before Partner.
every business visit, with detailed profiles,
on every single participant, if possible
following the advised European CV
format. This will be designed to give
advance information to everybody
about everybody; and to allow the
Hosting Partner to prepare and put
together on time for each single Business
visit the general list (CV Dossier) for
bilateral meetings.
Collect CV pictures, to be - Collect pictures, in the CV
Advice 12: Get a picture of every included in the CV Dossier
participant to be added to the CV. It
helps to remember them even after a
long time.
Be firm in asking for all Partner - Collected all Partner Countries
Advice 13: For the Host Partner: prepare Countries CV participants list on CV participants list two weeks
the list of all Partner Countries time, i. e. two weeks before the before the start of the business
participants. business visit start. visit.
Be punctual in sending the CV - Sent the CV Dossier and
Advice 14: Put on line the CV Dossier Dossier and the bilateral bilateral meeting booking form to
online on time, with a booking form, so meetings booking form to all all participants 10 days before
that everyone can choose the people participants, at least 10 days the start of the business visit.
s/he wants to meet in the business visit before the start of every business
bilateral meetings, and send the CV visit. The aim being to allow them
Dossier and the booking form to all the to select the people they would
Country Partners. like to meet during the visit.
Get the booking form for bilateral All the bilateral forms to be
Advice 15: For every Partner Country: meetings from the participants at collected, 3 days before the start
remind single participants that they must least 3 days before the start of of each business visit.
send the bilateral form at least one week every business visit.
before the start of the business visit, and
get the bilateral meeting booking forms
from the registered participants.
Based on the planned business Plan individual lists of bilateral
Advice 16: prepare for the bilateral visit programme, match the meetings.
meetings, keeping some room for flexible bilateral meeting requests.
adaptations. Ask the participants to Focused software is available for
prepare presentation and promotional this purpose.
material about the activities and projects
to be supplied during the bi-lateral
meeting.
Section 7 : B2T as a good practice (IV)

Phase and sub- Actions and sub-actions Logical base for Advised specific
phases validation features
Phase 4. Practical attitude: remove as many Practical needs: Maintain an Actual actions: Planned informal
interpersonal and formal barriers as informal approach, from the first approch to be adopted.
Practical aim: to create possible. moment. The organisers get in
the best atmosphere for touch with potential participants.
communication and Advice 17: Organise a simple but rigorous Plan informal individual Arrange an informal single
knowledge exchange and detailed individual self presentation presentations. Partner Country group
atmosphere, during the between by every single Country Group presentation.
visit. participants, before arriving in the host
country (e. g. while travelling, while
waiting in the airport).
Advice 18: Try to start since the first official Plan informal dress (e. g. no tie…) Arrange informal presentation by
meeting with nformal approach. Try to and informal individual each participant.
plan trans-national mixed groups at lunch presentations.
and dinner.
Practical objective:
Facilitate the setting of Advice 19: Encourage the participation Check which participants are List participants attending for the
long-lasting potential of single members to participate in at going to attend the meeting for first time and/or for the second
business relationships least two business visits at least, since the first time, and which ones for time.
between the experience has shown that the first a second time.
participants. meeting helps the participants to get to
know each other, but it is during the
second meeting that they, very quickly
start to think of common projects to be
run together.
Phase 5. Operational attitude: organising Operational needs: rational Actual actions: (non-
effective and appealing 4-5 day business business planning to be correctly characteristic) rationally
Operational aim: visits. managed (a non-characteristic organised activity.
Organising successful activity, not to be described
business visits, from the here).
following points of view: Programme content: the programme The visit issue to be clearly Clearly described business visit
should aim at exchange of innovation, described. issue
Business usefulness and should focus on a specific issue (e.g.
: innovation in logistics; quality in the
tourism sector; New approaches to
raising entrepreneurship; innovation in
governing business transfer processes
etc...). Informal occasions like dinner
and travel time, should also be used (not
exclusively) for bilateral meetings.
Advice 20: The business visit programme Time and occasions for bilateral Suggested main points should be
should include the following main items: meetings to be previously and included in the programme.
a. Project presentation; b. technical clearly described. If needed,
business subjects; c. bi-lateral meetings; flexible add useful variations.
tourism activity; d. business visit
evaluation.
Advice 21: project presentation should Check whether the project and Suggested project and individual
include country Partners´ presentations the individual presentations presentations times to be
and single participants´ presentations. have been included in the included in the programme.
Experience with different formulas has programme in the suggested
proved that, despite the apparent waste way. Plan enough room and time
of time, it is a good practice to plan for general and individual
things so that every single participant can presentations.
introduce himself to the whole group (2-3
minutes per person).
Section 7 : B2T as a good practice (V)

Phase and sub- Actions and sub-actions Logical base for Advised specific
phases validation features
Innovation Exchange Advice 22. technical business subjects In the host country area, look for Advanced and innovative topics
may consist of visits to local innovative topics that sound really to be included in the
and advanced technological local advanced to be included in the programme.
applications or seminars, conferences, programme. Take care: plan
demonstrations (why not taking profit seminars in the morning, not after
from other events in the host region, run lunchtime, because this would
both by external people or by some of not help
the group members, or - the best - a participants´concentration.
mixture of these).
Tourism satisfaction Advice 24: tourism activity has proved to Think of specific local activities, Planned typical tourism activities.
be very effective in order to promote a with fantasy.
very good athmosphere for mutual
exchange of experiences. It may consist
of visiting artistics or natural places or
knowing local gastronomic features. But
the most successful has been allowing
people coming from other countries to
experience very specific things: e. g. the
Finnish sauna, the Greek seaside, the
Spanish house-like playing with young
bulls...
Specific experience Advice 25: the business visit should be Prepare an in-depth visit Discuss and finally collect the
evaluation evaluated in two ways, or on two evaluation form. Plan at least business visit evaluation forms,
occasions. The first should be linked with one hour for visit evaluation both from a short and a mid-term
the evaluation of how successful the discussion. In this phase include perspective.
organisation of the business-visit was. both an evaluation of the
business visit itself, and a future
perspective evaluation. The aim
being to understand business
development opportunities in the
future.
Pro-active evaluation Advice 26: the second, and the most Prepare a strict evaluation form, Collect information about new
important, should be done after at least to be submitted by the actual or potential projects
four or six months, aiming at checking participants six months after the coming from the business visits.
whether some projects have started from end of the business visit. Check if
the meetings and the new any business development came
acquaintances were promoted a what from the meetings, and what
kind of projects have actually got started. kind of business.
 B2T
Promoter

Partners

WIth the financial support of

★★★
★ ★
★ ★
★ ★
★★ ★