1. Presentation to SWESA Research Forum 4 th October 2005 Mark West Research Manager Business Link Devon & Cornwall Mark.west@bldc.co.uk

2. Context - SWESA priorities for action: 1.Developing a simple brokerage system offering skills and advice and guidance to better meet needs of employers; 2.Raising demand for leadership & mgmt skills, enhancing quality of professional development; 3.Improving levels of literacy, language and numeracy; 4.Joint planning to help make the supply of training more appropriate, timely, flexible and to ensure more effective use of resources

3. The role of Business Links: Our core purpose: InformationDiagnosticBrokerage Underpinned by a Gateway and also a role in delivering some end support e.g. UKTI / IIP

4. Headline Performance Measures 1.Customer Satisfaction Score (Index?) 2.SME Market Penetration (engagement through business brokerage on SWESA balanced scorecard) 3.Gross Value Added (to estimate economic contribution)

5. Existing Research Activity 1.Business Link market research: Customer Service Monitoring (all SW Links) Awareness Survey (Small Business Service) Quarterly Tracking Survey (BL Devon & Cornwall) Focus Groups (BL Wessex) Mystery Shopping (BL Berks & Wilts) Web-based (BL Gloucs - www.myburningissue.co.uk)www.myburningissue.co.uk

6. 2. Input into Small Business Service national research programme e.g. Annual Small Business Survey Household Survey of Entrepreneurship Buying and selling of businesses (business transfer) 3.Work with local, regional or other partners e.g. ICT / Broadband Benchmarking Study VOX BOX customer video clips Existing Research Activity (cont’d)

7. What does market research tell us? Regional awareness of Business Links is high (73%), as is recognition of their involvement in skills and workforce development (59%) However, understanding of what we can offer not always so clear: - Most new service suggestions relate to provision already available - Although growing, not all SMEs recognise gateway function - Some businesses still believe we are only there for start-ups

8. What does market research tell us? (cont’d) Speed of initial response and lead time from first enquiry to end delivery is key Follow up and aftercare also very important (an issue in relation skills and training?)

9. How might Business Links contribute more in the long-term? 1.Information: * Quarterly Market Intelligence Reports? - Nature and type of enquiry - Initial expectations of client - Gaps in provision - Characteristics of businesses - Views & feedback from frontline staff 2.Diagnostic: * Training Needs Analysis (aggregated picture) * Business Reviews (aggregated picture) 3. Brokerage (and referrals) * Traffic reports! * Feedback on quality of service

10. EXAMPLE: BLDC skills / workforce development – primary enquiries (2004/05) NB – De-duplicated (does not represent total number of enquiries) SECTOR / EMPLOYEES0-45-910-4950+ Primary Industries 53232410 Manuf.& Construction 111193331150 Retail, Wholesale, Hotel & Restaurants 219318505125 Financial & Business Services 16418218869 Public Admin, Educ. & Health 107134576187 Other 9312915158 Total = 4,112 7479911775599

11. Challenges ahead: Differences in CRM database capabilities; Differences in form design and collection of data; Consistent querying / mining of records; Staff time & cost Factors to Consider: * Permission of clients * Confidentiality * Impact on service delivery

12. Research of Interest to BLOs? 1.Quality assurance (what does this mean to different stakeholders?); 2.Completing the loop on customer journey 3.Ability of skills brokerage to accommodate informal end of training / learning spectrum 4.Identifying whether skills implementation (application!) is a support gap 5.Exploring how skills brokerage can support increased problem-based or scenario-based learning; 6.Clustering up training needs to inform new provision (supply gaps & bespoke training) (In particular in relation to skills brokerage)

13. Thank you for your attention Any questions?!

14. LifestyleSurvivalist Limited Growth High Potential Material Labour Machine Knowledge Turnover Per Capita Entrepreneurial Type Stage 1 2 3 4 5 Performance Practice The Forum 21 Model