0%10%20%30%40%50%60%70%80%90%DE DK FI PT SE
Past 3 years Next 3 years
The importance of inter-enterprise relations is clearlyevident when looking at howenterprises perceive the impactof these relations in their coreactivity on the competitivenessof their enterprise.In the five Member States thattook part in the survey, between60 % and 70 % of enterprisesable to assess this impactanswer favourably, when askedto judge the impact on thecompetitiveness of theirbusiness over the last threeyears (Graph 1).Moreover, this share increases,when enterprises were askedwhat impact they expected overthe three years ahead.
*Inter-enterprise relations are relations between enterprises, excluding legal ownership and relationsarising from the normal purchase or sale of goods and services for immediate consumption. They coveroutsourcing for others, outsourcing for others, franchising, networking, licensing in, licensing out, jointventures, as well as non-permanent co-operation, but exclude relations between mother or holdingcompanies and their subsidiaries. This publication presents the first results of an ad hoc survey on theserelations, which was carried out in 2003.
INDUSTRY, TRADE ANDSERVICES57/2007AuthorManfred SCHMIEMANN
Relations boost enterprises’competitiveness....................................1
Propensity of enterprises to have long-term relations with other enterprises.2
Types of inter-enterprise relation........3
Reasons for engaging in relations withother enterprises..................................4
Barriers to engaging in relations withother enterprises..................................5
Perceived impact of inter-enterpriserelations on competitiveness..............
Inter-enterprise relations inselected economic activities
Enterprises view the impact of inter-enterprise relations* on theircompetitiveness very favourably: around two thirds of them expect theircompetitiveness to increase over the next three years thanks to theserelations.
The larger the enterprise, the more likely it is to have long-term relations.
Long-term relations are more likely in fuel processing and certainprofessional services, and less likely in hotels and restaurants and thedistributive trades.
‘Increased flexibility’ is the reason most often favoured for engaging inrelations with other enterprises.
Outsourcing to or for others, followed by short-term relations are themost popular types of inter-enterprise relation.
‘Availability of suitable business partners’ together with the ‘need orwillingness to remain independent’ are among the main barriers toforming relations.
Relations boost enterprises’ competitiveness
Globalisation and the advent of a knowledge-driven economy are encouragingenterprises to seek new ways of enhancing their competitiveness. Chiefamong these are long-term relations with other enterprises – such asoutsourcing or networking – both within their core activity or supportivefunctions such as sales and marketing or ICT.
Graph 1: Perceived positive impact of inter-enterprise relations on competitivenessin the past and next three years*
Source: Eurostat (SBS)*Share of enterprises that perceive a positive impact of inter-enterprise relations in their core activity on the competitiveness oftheir business, of the total number of enterprises able to assess thisimpact.
Manuscript completed on: 25.04.2007Data extracted on: 01.10.2006ISSN 1977-0316Catalogue number: KS-SF-07-057-EN-N © European Communities, 2007