MIP is the Città Metropolitana di Torino’s service for enterprise creation. The service offers expert consulting.
MIP service consists of a set of integrated actions, aimed at spreading the entrepreneurship culture, stimulating new business ideas and fostering the establishment and development of successful enterprises.
- What is the problem addressed and the context which triggered the introduction of the practice?
MIP service was set up in 1994 to face the need of revitalizing the territorial economic structure due to the decline of the big industry and to promote the entrepreneurial attitude.
- How does the practice reach its objectives and how it is implemented?
The practice is implemented in 2 phases with a consultancy activity and mentoring service:
Phase 1: Customized assistance path
First analysis of the business idea, feasibility study, consultancy (juridical, commercial, economical), business plan drafting or self-employment setup.
Phase 2: Specialist advice and tutoring
Analysis of market conditions and development opportunities, support in the definition of development projects, support in the access to funding. Mentoring service supports new entrepreneurs in the first three years and provides support in accessing finance instruments, investments, public funding, etc.
- Who are the main stakeholders and beneficiaries of the practice?
Regione Piemonte and Città Metropolitana di Torino are providing the service. Beneficiaries are: entrepreneurs, would-be entrepreneurs and people interested in self-employment opportunities.
In period 16-18 the financial resources will be around 1.200.000 Euro per year from public funds: 40% European (ESF), 46% National, 14% Regional. Human resources were 2 full time employees and 2 part time. MIP also makes use of external consultants for the implementation of consultancy services
Evidence of success
MIP firms still operative after 5 years from set up are 25% more than not MIP firms. 5 years after the creation, MIP firms show an employees’ increase of 43% against the 18% of not MIP firms. Also the economic growth of MIP enterprises seems more favourable than not MIP. 50% of MIP entrepreneurs judge positively the company’s growth rate, while 60% of not MIP entrepreneurs are disappointed by the economic performance of their companies.
The coordination of activities as well as the information diffusion in collaboration with other public bodies, particularly the municipalities, required a strong organization effort.
Potential for learning or transfer
MIP services are articulated in consequential phases, each specifically designed to respond to differentiated and specific target groups and needs. Moreover, the mentoring service supports new entrepreneurs in the first three years and provides support in accessing finance instruments, investments, public funding, etc. MIP is now considered a reference point not only for the would-be entrepreneurs but also for local employment services and service providers. The success of MIP project is largely based on the high quality of consultancy services provided to the would-be entrepreneurs and start-ups. An essential requirement for the project transfer is to respect high qualitative standards for the services provided. The would-be entrepreneurs are the crucial target group, so the services provided should be built around their specific needs. This requires coherent territorial development policies and programmes (that support/finance enterprise incubators).
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