what we do

bep is partner of companies, cluster management bodies, , public local authorities and associations,, for:

• projects for the establishment and management of  business networks
• Program for the development of sectorial and/or territorial aggregations (consortia, clusters, innovation and technology centres, etc.).

bep has extensive and diverse experience in the management of programs of business networks’ promotion and assistance. bep supports public policies fostering business networks and clusters.

bep designs and delivers learning courses for people and organizations aimed at improving environment knowledge, and the employment of managerial  tools to "make changes happening". Each intervention of bep is designed to fulfil the learning needs of individuals and organizations, and each learning project is closely linked to the development and competitiveness goals and of their business environment.

bep is a provider of private companies and public administration, business networks, clusters, delivering projects of capacity development for strategic and operational integration.

Our proposals aim at developing skills o for managerial efficiency, strategic planning and organizational integration.

bep is partner of SMEs aiming at innovating their market placement, ways of interactions with their clients and value chain management. • adherence of theproduct/service to client needs,

• adoption of the "pay for value" approach,

• development of internal practices to reach maximum competitiveness.

The same applies for public administrations, nowadays called to innovate service delivery practices (i.e., in health, environment, employment areas),in order to give new and better answers to changing needs. This includes  sustainability improvement, in a perspective of “public service competitiveness”.  This approach is coherent with the “capacity building” practices employed in the EU.

• Development and deployment of innovative business models, exploiting the opportunities of digital business. 
• Frontline projects of public service innovation
• Mentoring programs and development of laboratories for innovation, in particular for public administrations

Activation projects. Each complex goal needs an activation  device, a governed "start-up project".

The boundaries of the enterprises are increasingly wider and entrepreneurial activity is increasingly less linked to the organization of productive  factors. Management focus is shifting on the organization of the value chain.

Public organizations are progressively required to generate and offer better services at lower costs, and to innovate, with the increasing involvement of third parties (public, private and third sector actors), involved in ensuring the satisfaction of needs.

The relevance of steering each single activity is decreasing, and it is increasingly important to be able to interconnect parts and focus them towards the attainment of the common goal, ensuring a strategic and operational alignment.

Innovative value chains and  business models, both public and private, are increasingly characterized by autonomous nodes, capable of reciprocal self-regulation. This requires appropriate sets of processes and management systems. 

• Development of tools for organizational integration
• Strategic alignment
• Performance management
• Management and strategic control
• Professional systems