Roger Leigh

The use of external assistance by mature SMEs in the UK: some policy implications

This paper is concerned with the use of external assistance by small and medium-sized enterprises and with the role of the public and private sectors in small business support. The paper focuses on ‘mature’ firms rather than new firms and the results from an empirical study of firms drawn from three different areas in the UK are used as a basis for assessing the adequacy of existing support for this type of firm. The survey covered the use of external assistance from a range of sources including banks, accountants and consultants as well as public sector agencies. The final part of the paper considers the priorities for improving the effectiveness of support for established SMEs with the aim of mobilizing more of the growth potential of the sector. These include the identification of particular target groups, recognition of the value of sector-based support and improvements in the delivery of consultancy.

The single European market and the new regulatory regime in the food sector

Examines the impact of the Single European Market on small and medium‐sized firms (SMEs) in the food sector. The effects of complying with new Single Market regulations have fallen disproportionately on SMEs, which do not have access either to the resources or information available to larger firms. One consequence is that many small firm managers view the Single Market programme purely as an extra regulatory burden, with which they have to comply, without realizing the benefits. Advocates a more conciliatory approach to the implementation of European legislation by officials in the UK. Also highlights the need for a central body to co‐ordinate the implementation of standards and provide advice for SMEs.

Innovation centres: The policy options for local authorities

Over the last few years a growing number of local authorities have set up Innovation Centres (ICs) as part of their repertoire of initiatives aimed at local economic regeneration. According to the recently formed Association of Innovation Centre Executives, ICs exist to provide assistance to both individuals and small firms with the creation and development of new and improved products and processes which can demonstrate market potential(1). Yet a review of the experience of ICs to date reveals that there is no standard model of an IC that can be taken off the shelf. Roger Leigh and David North seek to clarify the various options and choices that are available to a local authority contemplating setting up an IC, using information and insights gained from a series of interviews with IC managers carried out in 1985(2).