Regarding the economic environment framed in the context of the EU, Spanish SMEs can hardly compete in costs with the new members of the East, it is also difficult to compete in excellence with the countries of Central Europe and Northern Europe and with regard to the global spectrum Similarly, Spanish SMEs have large competitors in emerging countries such as China and India.
1. Introduction
Regardless of whether the situation described can be seen as a source of opportunities and not as a real threat, the only possibility, therefore, for Spanish SMEs to compete, currently, in saturated markets with extreme competition, mainly from countries incipient with cheap labor and low general costs is adopting and implementing innovation, research, development, design, quality and social responsibility policies and, likewise, focusing business strategies on differentiation, specialization, and the contribution of value added to the customization of the service offered, to the "total" design in relation to the final product and to exclusivity.
According to the Global Competitiveness Index of the World Economic Forum, Spain is not well positioned in R&D indicators, nor in resources allocated to this effect, barely reaching 3% of GDP, and the percentage of technology industry exports revolves around at 10%.
Taking as a reference a report by the consulting firm Arthur D. Little, which takes as its base the experience of 800 companies in the field of innovation and based on the results obtained in the aforementioned work, the final consequence is that the implementation of a Correct innovation policy in a company can affect a growth of approximately 4% in its gross operating profit, the aforementioned report is equally valid for SMEs and large companies.
In highly competitive markets, innovation triples the results achieved by cost cuts, this strategy offers an important growth field, this maxim has been applied in sectors such as pharmacy, electronics or telecommunications, where new products become a euro invested in innovation in 40 turnover.
A delay with respect to the competition in the launch of a novelty automatically translates into considerable economic losses, of lesser or greater amount, depending on the professional sector and the profile of the company, for this reason, innovation is not only linked to the invention but also with the efficiency or the time it takes to get to market.
Starting from the point of inflection formed by the interconnection between productivity, competitiveness and innovation, with the aim of solving the problem of low growth in Spanish labor productivity and in order to gain competitiveness, SMEs should adopt, among others, the following solutions about:
1. Reinforce investment in the most productive assets and activities directly connected to knowledge management and R & D & I & D.
2. Allocate a large part of the investment destined to the Training Plans of SMEs towards technological skills, commercial and management, mainly.
3. Encourage, enhance and develop the application of new technologies.
To fight against cost competition and the growing business relocation to areas, for example, such as Southeast Asia, Spanish SMEs must distinguish themselves by betting on quality, variety and design, making greater strategic investments in R + D + I + D and generating, in this way, an added value bonus that favorably tilts the balance, avoiding direct competition with low-cost foreign products.
Spanish SMEs must specialize in innovative products, difficult to imitate and with a great capacity for differentiation, focusing on those markets in which they provide better competitive advantages, constantly creating new products, even creating new markets, seeking new niches, devising new needs for new ones. Profiles of potential clients, designing new business or management models, permanently investing in "talent" and human capital, they can also outsource part of the production, acquiring components or processes that do not represent a risk due to their standardization, or relocate their production, creating subsidiaries in low-cost countries, but maintaining control over the processes that constitute the core of the most productive activities and R + D + R + D,keeping the cuore business safe, in any case, it is necessary to create “high-potential or high-performance SMEs”.
According to the Institute of Economic Studies (IEE), low productivity in Spain is due, in part, to the characteristics of the labor market, mainly due to its great rigidity.
Based on the above statement, the public authorities should make an effort to promote labor flexibility, reallocate productive resources, establish more aid in relation to the possibility of investing in technological and information equipment and human capital, reform the technology parks providing improvements to them in order to be more attractive for SMEs, reduce the high rate or the index of temporary employment, promote qualification and specialization in work, adapt training processes to real needs and specific to SMEs, support investment in R + D + R + D through incentives, promote competition, enhance investment in infrastructure, open markets with strong regulation, improve educational quality, support continuous training,improve the conditions of access for women to managerial management positions, adopt concrete measures to improve the quality of the work employed and time management, etc.
In the same way, the Public Administration should encourage the business use of ICTs to a greater extent, in order to reduce costs and enhance the use of electronic documents and invoices, among other benefits, accompanied by improvements in the organization, administration and management of the SME and necessary changes in relation to labor practices.
2. Innovation policy in SMEs.
Innovation is one of the most relevant variables of a company's competitiveness in addition to being a crucial and key element of its profitability, competitiveness, in relation to innovation, is not only a matter of business economic power but also the good use of intelligence and talent in an organization.
In order to innovate, it is necessary to create an environment conducive and prone to the exercise of innovation and a suitable work environment for this purpose.
Innovating is not only creating something new but also perfecting, improving or adding value to something that already exists.
The relationship between innovation and complexity should not be absolute, since, in most cases, the best ideas are usually the simplest and easiest.
It is extremely important, in terms of innovation, to focus on the value chain more than on the product as such, new technologies and the globalization process, in which it is immersed in the business world, allows the market for a certain product or service is the whole world in increasingly shorter periods of time, if the company succeeds in the innovation of the aforementioned product or service and is accepted by the market at a global level, innovate in the know-how and in the different processes that make up the Value chain provides greater protection to innovation against competition and low-cost copycat companies.
Innovation is necessary but, at the same time, costly and with a totally uncertain result.
The risk of innovation is very high, even in innovation that does not require expensive prior research processes.
In relation to the aforementioned, foreseeing the adequate financing cost, relying on a favorable fiscal framework, having the aid, subsidies, incentives, support, etc., available in the market to promote innovation, are strategic actions that should be take into account in the innovation policy that the SME plans and develops.
Another key factor to consider regarding the calculation of R + D + R + D investments that the SME must face is the one related to the size of the company, it is essential to really assess the appropriate size of the SME to know the best way to make profitable the mentioned investments and amortize them reasonably.
The projects and investments in R + D + R + D of the SME must be linked, proportionally and weighted, to the expansion and growth of the same.
It is possible to improve or reorient the innovation policy undertaken by SMEs in a relatively short period of time, in a period not exceeding 1 year;
1. The process begins by knowing the capacities of the SME in terms of innovation, its positioning in the professional sector it operates, the investment possibilities and alternatives it has, the level of invention, qualitative and quantitative objectives, expected duration for the invention processes, available talent, the evolutionary direction of its main business activity, etc.
2. Subsequently, a project is implemented, previously designed and planned, in which new ideas worthy of being valued will be developed and the precise calculations related to the investments necessary to put them into practice will be made.
3. Finally, the results obtained will be examined and verified.
In the same way, the SME must learn to manage the innovative practices or innovation actions that it wishes to project, knowing, in addition, the innovative movements of the competition, it is convenient to set a series of steps;
1. Study the position and level of competition in innovation.
2. Determine the impact that the innovation developed by the competition produces on the income statement of the SME.
3. Execute an Innovation Planning in order to innovate more and better than the competition.
4. Know, in detail, the type of innovation that the SME needs; Simple Innovation; Modify an existing product, Profile Innovation; Shape or adapt a product to other markets, Total Innovation; Create something new, unique, exclusive and different, Trend innovation; Innovate by observing the various market trends and create new trends, etc.
5. Direct, focus and direct innovation to the level required and chosen by the SME in a strategic way, that is, it is feasible to innovate at different levels, it is possible to innovate in the strategy, from a studied movement of the competition, in the concept of the product, in the characteristics and attributes of the product, etc.
6. Provide added value to innovation in the value chain; In addition to innovating in the final product, do it also in the value chain.
7. Bet on the necessary marketing tools in order to provide the final product, at the time of launching it on the market, with new sensations, that is, that the product is perceived differently, that it awakens emotions, experiences, life experiences, well-being, positive feelings, etc.
8. Have adequate investment or financing in accordance with the innovation process that is intended to be carried out, counting for this with a financial viability plan that includes the expected costs.
9. Finally, calculate the ROI of the investment in innovation.
The SME, in terms of innovation, has greater operational agility although less resource capacity, it is usually more specialized and can more quickly develop its own creative and innovative specialty, find a target defined for this purpose, focus on a specific segment, even search or create a new niche in which to operate, it also has greater movement capacity to undertake changes and innovations of different levels, on the contrary, it has multiple bars in terms of the possibility of obtaining financial resources that can be used for R + D + R + D Consequently, and in relation to this last point, it is essential to develop creativity, imagination, the use of talent, the creation of a corporate culture and certain values that allow constant innovation in the company, etc.
3. Corporate culture and code of values to promote innovation in SMEs.
To increase productivity and competitiveness in SMEs, among other measures, it is essential to undertake certain policies and investments in R + D + R + D, in addition and in addition, companies must generate a change of attitude and mentality in management to all levels of the organizational structure, developing corporate cultures that promote innovation.
The SME will have to structure its corporate culture based on a code of values that includes as one of the priority axes the exercise of innovation in each and every one of the management areas.
A key aspect regarding innovation is to embody the following values in the corporate culture of the SME; Initiative, perseverance, self-confidence, rigor, self-control, patience, perseverance, work, motivation, etc., since, to innovate, it is essential to be disciplined, permanently practice the practice of innovation and develop the aforementioned values, in addition to constantly looking for new opportunities, exercise to create new ideas, train and, of course, make mistakes and try, it follows, therefore, that innovation does not depend on genius or inspiration, only in a tiny and smaller percentage, but on the constant exercise of practice to innovate.
New ideas must be created to be successful in any business, but creative and valid ideas do not emerge by themselves, you need to work hard on them to shape them.
The corporate culture of the SME must protect and reward employees who generate new ideas, although these sometimes do not work, the corporate culture of the SME, likewise, will not allow professionals who make mistakes due to innovation to be recriminated, because it is difficult to get it right in the first instance, it is necessary to try and be wrong, in most cases, in order to be right to innovate adequately in the medium and long term, consequently, creative and innovative responsibility should be promoted in the employees.
Innovation, in SMEs, must necessarily be related to the way of working, companies should not have any fear of innovating, on the contrary, they must create, experiment, test, test and, consequently, exercise innovation permanently.
Research, development, innovation and design must figure prominently in the corporate strategies of SMEs.
Innovation does not concern only R + D + R + D departments, but must constitute a fundamental value in the organization at a global level.
The SME will promote the creation of a proactive work environment and prone to the development of innovation, which breathes innovation.
The human capital of the company and, even, its clients, must value creative effort, the development of imagination, curiosity, active observation, constant improvement, non-conformity, the generation of new ideas, management positive change, diversity, grounded objection to the established, experimentation, etc.
Innovation is a tool to grow and prosper, it derives from vocation, identification with the project, rigor and constant enthusiasm, the appropriate framework for it to prosper is the existence of competition, where pressure from competitors raises the demands and provides expectations of improvement, therefore, do not be afraid of competition or its innovation, simply observe and carefully study their movements to act accordingly and innovate more and better.
4. Innovation and leadership in SMEs.
Creativity and innovation is a task that the management of the SME would have to keep among its most immediate priorities, the function of innovating should not be the exclusive property of the R & D & I or Marketing Department, as I have commented previously On the contrary, this function will be extended to all areas and business units, to each and every one of the departments of the SME and, of course, to the human capital that makes up and integrates the company, for this, the management will create a corporate culture that encourages and protects the creation of new ideas and that allows questioning what has been established so far, that is permissive with errors and that does not expect results in the very short term.
Innovation must be one of the main axes in the management of SME executives, the executives who manage the SME must adequately convey to the entire company the positive message, regarding the assumption of the risk involved in innovating and loss of fear to undertake innovations.
When an innovation is successful, there is a positive economic impact clearly reflected in the income statement of the SME, in the short, medium or long term, but when it is not successful, the effect is the opposite, since the return of The investment that the development of innovation has involved will be negative, that turning point marked by error and mistake will be decisive in the innovation and development policy adopted by the SME, if the company foresees, supports and assumes the losses it supports An unsuccessful innovation, obviously, when all the possible actions or measures leading to success have been adopted and even then it has not occurred and the failure is not the result of negligence or the omission of duties, you will have many possibilities to innovate efficiently on successive occasions,It is the task of the management of the SME to promote the appropriate values so that the company's strategy in relation to innovation is fully assimilated by the workforce and, as a consequence, can be executed with brilliance and efficiency.
The management team of the SME is responsible for creating the optimal conditions in the company so that innovation is possible, in the same way and reiterating the above, the aforementioned management team is responsible for the relevant function of developing a corporate culture that supports the creativity and adopt innovation as a main value and under its protection the people who work in the SME ask themselves, daily and permanently, to do things better, think differently, have a certain tolerance for failure or error, assume different points of view, positively manage diversity, take into account the conceptions, positions and approaches of the different human and professional profiles that make up the human group, develop the initiative in terms of innovation,enhance the ability to self-motivate to innovate, promote innovation in work teams, since it is easier to innovate as a team, that is, there are more possibilities for creative ideas to be born by a work team than in isolation and individual and, above all, keep in mind that innovation and business survival are two concepts that, currently, remain inextricably associated.
SME managers will have to learn to develop, to a greater extent, the competence or ability to strategically plan in terms of innovation, because the daily management work means that short-term issues and issues do not leave enough room for time required to execute the innovation as a strategy.
5. R + D + I + D + CSR strategy
Starting from the conception of the term "Applied Innovation", which means making the innovation profitable or selling more through innovation and knowing the current business reality that translates, in most cases, into an offer greater than the demand in any product launched on the market, we will reach the logical conclusion that determines the need to reinvent all the factors involved in a business model or business management, operations, design, clients, know-how, relationships with stakeholders, strategy, values, business culture, value chain, marketing, processes, supply chain, investments, business areas, growth model, human capital, etc., starting with integrating the R + D + R + D + CSR strategy into the new management model
The R + D + R + D + CSR (Research, Development, Innovation, Design and Corporate Social Responsibility) formula should be integrated with absolute generality in corporate strategies and strategic plans, business or directors of SMEs.
Currently, SMEs that effectively implement the aforementioned formula in their strategies, acquire a significant competitive advantage and achieve total differentiation, in addition to achieving a certain position in the market and obtaining a plus in productivity, competitiveness and profitability.
In relation to what is stated in the preceding paragraph, at the strategic marketing level and with respect to the three fundamental axes that the aforementioned concept encompasses, that is, positioning, segmentation and targeting, it is essential to associate the SME brand with innovation, development, research, design and Corporate Social Responsibility and project in society, in general, and, particularly, in each of the interest groups that interact with the company and, of course, in the potential client or target audience to that it is directed, a corporate image of a social, supportive, responsible, sustainable SME in its development and in its know-how, innovative, investigative and with its own, unique, exclusive, modern and differentiated design in its products,the last phase would be related to the creation of a long-term reputation based on these concepts.
The innovative SME will also design a Comprehensive or Global Corporate Social Responsibility Plan, which includes an Internal Corporate Social Responsibility Plan and a Sustainability Report, the latter as a management support document, integrated into the Business Plan of the company and in the corporate strategy of the same, adopting, therefore, a socially responsible and sustainable management model that will be complemented with the traditional financial management model, based on the maximization of profit and the contribution of value to the shareholder. The SME that innovates in the business model, adopting the aforementioned combined management model, will differentiate itself and achieve a higher level of competitiveness.
Lastly, and not because it is less strategically important, mention innovation in ICT, Information and Communication Technologies.
ICT must act as a transforming agent in SMEs, convergence and technological development will act as an instrument and launch tool in innovation procedures.
In order to improve the quality of service and save costs, SMEs must align ICT with the business strategy and to achieve a higher degree of competitiveness, SMEs must invest in telecommunications and new technologies and innovate in technological processes.
In relation to the previous paragraph and as an orientation reference, I will cite a recent report by the EIU, Economist Intelligence Unit, which explains that the Spanish information technology industry, IT, is not very competitive, according to the aforementioned study, Among 64 countries analyzed in this matter, Spain ranks 24th.
6. Innovate in the training plans of SMEs; Coaching.
Coaching, currently, cannot be perceived as an innovation in training processes, since it has been established for some time in the training culture of companies and, consequently, in their training plans, however, there are many SMEs that do not include the aforementioned training modality, based on the professional and personal development of the individuals who receive these actions, in their training models or plans, aimed primarily at their managers.
I am not going to explain what a coaching process consists of or the benefits that it can bring to an SME integrating these processes or training actions into their training plans for executives and key personnel of the organization, but I will briefly and only clarify some Notes in this regard, worth taking into consideration, such as the profitability obtained with the coaching processes, up to 600%, for each euro invested, more than half of which is the manager's own time, not the coach's fees, receives about six euros of quality, productivity, customer service and positive business result.
Coaching aimed at managers, managers, executives and qualified professionals of organizations or key personnel of the same has a higher profitability, in the short term, in SMEs than in large companies and multinationals, since the development, the benefits, learning and positive changes experienced or produced by the coachees or professionals who receive the coaching process, once this process has been received, are put into practice earlier in small and medium-sized companies, therefore, the ROI of the coaching process. coaching in SMEs will be greater in the short term and will be optimally reflected in the income statement more quickly.
7. Examples of 15 innovative Spanish SMEs.
Next, 15 cases of Spanish SMEs are exposed as examples of innovation, obviously, there are many more small and medium-sized innovative companies that do not appear in this document, therefore, as the author of the same, I personally apologize to all of them, since that deserve to be cited.
A careful selection of some particularly relevant business innovation cases is presented.
Parmicuenca.
Cuenca company, owner of the PETERANNE brand, dedicated to the manufacture of custom and custom jeans.
Peteranne, manufactures the "Haute Couture Jeans", has the competitive advantage of the rapid response to the customer, that is, it knows what the customer wants and eliminates intermediate costs, for quality, design and style, Peteranne pants are online with the offer of the most prestigious brands but with the added value of tailoring the garment to suit any client and depending on their economic needs.
Use the "Make yourself" or "Do it and design yourself" method, custom orders and according to the preferences of each client, who designs their own jean model, chooses the fabric, the leg style, the waist height, the colors, the type of washing, the ornaments, the embroidery, the additions, etc., and thus obtain a unique, differentiated, exclusive and made-to-measure jean.
The process used by the company is based on a self-developed system that assigns each pattern a number, a kind of ID, which makes each garment unique and which provides a replica when the customer wishes, Peteranne pants are limited editions and the references of a collection are not repeated or exhausted.
The Peteranne pants, a pants with a DNI, have a target customer profile of middle class - upper, male and female, aged between 30 and 40 years and who knows exactly what they want.
MARYPER
Murcian company that sells liquid products, powders and protein tortillas for athletes.
Maryper innovates in the way of preparing the egg, the water is separated from the rest, which is atomized into powder, it is the so-called "Powdered Egg".
Maryper diversifies its production into several business units:
1. Egg products. Products made from eggs. For general use, designed for schools, restaurants and large institutions.
We highlight the "Pasteurized liquid egg", whole egg, yolk or white and the "Hotel line", the egg, the yolk or the white is sold in powder and must be mixed with water, the most sold format is the liter, It contains 20 atomized chicken eggs, which mixed with water can last 3 days.
2. Ovochef. "Dehydrated shelled egg" is marketed in a container with powdered egg and another with liquid, which can be stored without the need for cold for a period of up to 3 years, for its use, it is sufficient to mix the content of both packages in order to obtain the mass equivalent to two eggs with the same properties of a fresh egg.
Special mention should be made of the “Tortillas from dehydrated eggs”.
In the Ovochef line, omelettes, pancakes, crepes or any other product with eggs are made and it is presented in a container called mix - pack, it is a Maryper world patent.
The system is made from an envelope, in it there are two compartments, in one the water is deposited and in the other, the dehydrated product, just by pressing and shaking the envelope, mixing the compartments and dumping them on the pan, You can make an omelette in 2 minutes, if it is mixed but not used, it can be kept for the next 96 hours, it guarantees the absence of salmonella, it does not contain colorants or preservatives and does not make lumps.
Ovochef has been improved by introducing lyophilized products, that is, products subjected to a very rapid dehydration process by introducing the frozen product in a high pressure chamber, after which the final product does not lose its initial shape, it is the The only way to get the bacon, tuna, parsley, etc., that goes inside the tortilla, to maintain its shape once it has been dehydrated.
3. Ovogym. Product line for athletes, sold in shake format and consists of a protein omelette.
Nurseries huerto del cura
Alicante company dedicated to the industrial cultivation of palm trees and outdoor ornamental plants and the ecological production of fresh dates for high-end restaurants.
Among the R&D projects of this SME, the “Project for the development of the Mycorrhizae” stands out, this is a fungus that, according to the research carried out by the company, in conjunction with the University of Murcia, improves absorption of nutrients through the root, what is done is inoculating the fungus in peat from the pot, subsequently, a mutualism is established between the root of the plant and the fungus, in such a way that the plant assimilates the nutrients better, with the application of this technique, it is possible to save fertilizer, water and the growth periods of the plants are shortened, the project arose to make the most of the scarce water resources of the area and with it they were able to reduce the cultivation cycle by 25% and save water, fertilizers and phytosanitary products, the strategy based on improving research,Shortening plant growth times and diversifying production is what has driven the company's business.
Regarding irrigation, a fundamental issue for the company, since 80% of the plants that are cultivated die due to faulty irrigation, the SME has devised an irrigation system, which is marketed together with palm trees, developed by the Department of R&D, which consists of nailing the aforementioned irrigation system in the soil of the pot, has a tank, in which water and fertilizers are introduced, which is in permanent contact with the earth through a wick, each Once the plant has a water deficit, the mixture will suck water from the tank until it returns to its normal level.
GENETRIX
Madrid SME belonging to the biomedicine sector, its raison d'être, to create biological medicines from the manipulation of stem cells, two of its trials have already obtained the designation of “Orphan Medicines”, by the European Medicines Agency.
Genetrix is a specialist in searching for remedies to combat the "bullous epidermis" pathology, which affects 100 children in Spain, called butterfly children, a strange skin disease that causes blisters at the slightest touch, likewise, the company is also specialized in treating burns or heal the most complex fistulas.
Cooperativa ADEAN
Cordovan SME, specifically, from Puente Genil, which develops a type of sustainable innovation and operates in a market niche related to cremation coffins.
Cooperativa Adean has patented the first "ecological coffin", it is a product that is marketed through various funeral services in Spain.
It is intended, at the initiative of this SME, to fight against the indiscriminate felling of trees and to notably reduce the polluting effect caused by incinerations, in addition to reducing funeral expenses, in general.
The innovative system used in this type of product allows the organic capsule to be removed from the rest of the cabin, thus preventing the wood from being destroyed.
GROBER taps.
Aragonese SME, located in Zaragoza, specialized in the design and manufacture of up to 53 different faucet models, fully oriented to increasing added value, through the design and launch of various differentiated offers, focusing, for this, on the segment of thermostatics and comfort.
The know how of this SME starts from taking advantage of the benefits provided by electronics and materials in order to achieve a tap capable of advantageously reducing water consumption.
Grober has succeeded in implementing a "Thermostatic Water Control Technology" in the taps, that is, a system that guarantees stability in the temperature of the shower water, despite pressure variations or difficulties posed by some characteristics of the liquid element in some respects.
INKOA Systems
Basque engineering SME, specialized in the agri-food sector.
Inkoa Sistemas applies ICT, information and communication technologies to agricultural crops in order to guarantee food security.
The company has a wide range of proprietary technologies, such as smart control systems for agroclimatic variables, electronic livestock identification systems or food safety management platforms operating on the Internet, and also develops biosensors in order to measure the quality of the wine, smart stations to control pests in agriculture and sensors whose objective is to control the humidity of the substrates.
Inkoa Sistemas incorporates into its organizational structure a non-profit foundation, called Sustalde, in order to help development and sustainable innovation.
Soap yourself
Madrid company, specialized in the production and commercialization of artisan soaps made with olive oil and glycerin, mainly.
Enjabonarte uses natural raw materials, olive oil and glycerin, mainly, and crafts its products.
Visual attraction and quality are the two main selling points of Enjabonarte, this company has launched, in an absolutely innovative way, bath salts and olive oil soaps with cocoa butter and a line of natural body creams, made naturally In an artisanal way, it produces soaps in striking colors, with pleasant textures and suggestive aromas that evoke geographical enclaves, fruits or echoes of childhood, in short, Enjabonarte products give off a world of olfactory, tactile and visual essences.
The main competitive advantage of the handmade soaps of this company with respect to the gels, which have abrasives and destroy the natural components of the skin, is that with the use of soaps the skin takes 30 minutes to regenerate and with the use of gels several days.
Aragonese bioengineering
Telecare company, specialized in carrying out projects that include electronic programming for real-time systems.
One of the most relevant innovations developed by the company is the "Senator", a system for the comprehensive management of residences for the elderly. This program allows managing the individual alarms of the residents, controlling the air conditioning of the rooms to optimize consumption energy and a wide range of complementary applications, from the socket of the television to the opening of windows.
The naturalist
Riojan company, shoe marketer and creator of their designs, inspired by the trips that the management team of the SME makes around the world.
For the manufacture of the shoes it has the help of suppliers in La Rioja and Morocco.
El Naturalista imbues the design of its shoes with its own philosophy, based on human capital and a differentiating and innovative know-how.
They present several collections aimed at a young audience in different geographical points of the world and design the shoes based on everything they observe in the different trips organized by the members of the management team of the SME, that is, they work traveling, the creativity of El Naturalista is related and depends on the aforementioned trips.
Pyrotechnic Zaragozana
Pirotecnia Zaragozana has resorted to technological innovation in order to face competition from Chinese manufacturers, based on low-price products and aggressive low-cost policies, since the aforementioned Asian competition has successfully entered the supply of raw materials in the reference sector.
The Aragonese pyrotechnics firm has incorporated a multitude of technological advances with the aim of offering a comprehensive show, betting on total quality, in addition to manufacturers, they have become a service company, with the ability to design products tailored to the requirements and The needs of each client, all of this, includes, in addition, supplying the raw material, controlling the firing of fires and enriching them with music and computers, with the replacement of the human component, errors and risks typical of the sector are avoided.
Pirotecnia Zaragozana offers a comprehensive show, without abandoning traditional crafts and providing added value, mainly consisting of technological advances.
Ochoa wineries
A Navarran company from Olite, this winery innovates by creating R&D projects in order to improve the quality of the grape and, obviously, of the wine.
Briefly, we will summarize the innovative projects of Bodegas Ochoa in four strategic variables;
1. Complementarity of the traditional method of the wine sector with the scientific knowledge provided as added value.
2. Collaboration and cooperation with other companies, technology centers, institutions and Universities.
3. Obtaining new products to expand the range of offer.
4. Diversification.
LANIK
An engineering company from San Sebastian, whose know-how is related to the bet that, at the time, the SME made for the segment of laminated wood.
Lanik designs, supplies and assembles the structures, they are the creators of mobile roofs, metallic structures that are used in bullrings, stadiums, sports centers, heliports, warehouses, tennis courts, etc., with the primary objective of protecting and safeguarding the shows of various fields, sporting, bullfighting and of another nature, which are held in the aforementioned closed environments, in inclement weather.
Villamayor flour mills
Huesca company, specialized in the production of high quality flour and semolina.
Harineras Villamayor has a differentiating factor and a competitive advantage, its commitment to Corporate Social Responsibility and the inclusion of this new management model and business philosophy in its entire organizational structure, its corporate strategy and its business model.
Harineras Villamayor is the first Spanish SME included as a case integrated in the European Commission's database on good practices in Corporate Social Responsibility.
Also noteworthy is the fact related to the preparation, by the company and since 2003, of a Sustainability Report, a document to support the management of Corporate Social Responsibility.
Lastly, as a particularly relevant and noteworthy piece of information, it should be noted that Harineras Villamayor is associated with Forética, a non-profit association and the first and most important Spanish forum for the promotion of Corporate Social Responsibility.
Joy Activity
SME specialized in the use of buses in order to carry out communication, information, awareness, training campaigns, etc.
The idea arose from the need to output a fleet of buses, from a family business dedicated to the transport of tourist travelers, which could not be used for regular transport, because the vehicles were over 18 years old, the aforementioned impossibility it was determined by law, concretely and, in this way, it was established by the Law of Ordination of Land Transportation.
Alegria Activity's innovative know-how consists of recycling and recovering buses that cannot be used for regular passenger transport in order to adapt and enable them to carry out campaigns, a bus is dismantled from the inside, creating a spacious interior space and global, transforming the vehicle into a mobile office, into a mobile premises, whose surface can be rented to develop or carry out any type of action or business proposal in need of mobility.
