This major study, carried out by a consortium led by Prognos AG and its research partners, Joanneum Research and Professor Cincera (Université Libre de Bruxelles), focused on impact of EUREKA grant-based support to companies in the period 2001-2015. Member countries mobilized an estimated € 11.2billion in project costs for Network and Cluster projects in this period. The methodology involved analyzing the performance of 3 096 participating companies, compared to a control group of 54 814, and employed counterfactual econometric methods (using a difference-indifferences design) alongside surveys and interviews. More information: http://www.eurekanetwork.org/content/impact-assessment-main-findings-and-recommendations

1. 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. 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. 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. 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. 5
PROJECT CONSORTIA
K E Y F I N D I N G 4
FASTER
COMMERCIALISATION
SMALL CONSORTIA SHORTER PROJECTS

6. 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. 7
MOTIVES FOR PARTICIPATION
K E Y F I N D I N G 5
International
co-operations
70%+
New business
opportunities
60%+
High degree
of flexibility
Freedom to
create consortia
Strong bottom-up
approach

8. 8
MOTIVES FOR PARTICIPATION
K E Y F I N D I N G 5
The continuousincreasein the number of EUREKA member countries has created an
importantfoundationfor developing innovationpartnershipsaroundthe world.
Financial considerationsand the possibilityof sharing risksor costs are alsoimportant
motivators
A key motivationfor largefirms to participatein Cluster Projectsisthe opportunityfor
involvementin activities ofstandardisationandstandard-setting

9. 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

10. 10
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. 11
M E T H O D O L O G Y

12. 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

13. 13
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

14. 14
A N Y Q U E S T I O N S ?
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