| Productinnovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new or significantly improvedgoods. (Exclude the simple resale of new goods purchased from other enterprises and changes ofa solely aesthetic nature); (ii) new or significantly improved services. | 1/0 |
| Processinnovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new or significantly improvedmethods of manufacturing or producing goods or services; (ii) new or significantly improvedlogistics, delivery or distribution methods for your inputs, goods or services; (iii) new or significantlyimproved supporting activities for your processes, such as maintenance systems or operations forpurchasing, accounting or computing. | 1/0 |
| Organisationalinnovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new business practices fororganising procedures; (ii) new methods of organising work responsibilities and decision-making;(iii) new methods of organising external relations with other firms or public institutions. | 1/0 |
| Marketinginnovation | During the three years 2008 to 2010, did your enterprise introduce: (i) new methods for productplacement or sales channels; (ii) new media or techniques for product promotion; (iii) significantchanges to the aesthetic design or packaging of a good or service (exclude changes that alter theproduct’s functional or user characteristics - these are product innovations); (iv) new methods ofpricing goods or services. | 1/0 |
| Creativity | During the three years 2008 to 2010, did your enterprise use any of the following methods tostimulate new ideas or creativity among your staff? If yes, was the method successful in producingnew ideas or increasing creativity? (i) Brainstorming sessions; (ii) multidisciplinary or cross-functional work teams; (iii) job rotation of staff to different departments or other parts of yourenterprise group; (iv) financial incentives for employees to develop new ideas; (v) non-financialincentives for employees to develop new ideas, such as free time, public recognition, moreinteresting work, etc.; (vi) training employees on how to develop new ideas or creativity. | Series of six variableswith outcome 1/0 |
| Intramural R&D | Creative work undertaken within your enterprise to increase the stock of knowledge for developingnew and improved products and processes (include software development in-house that meetsthis requirement). | € per worker |
| Extramural R&D | Same activities as above, but performed by other enterprises (including other enterprises orsubsidiaries within your group) or by public or private research organisations and purchased byyour enterprise. | € per worker |
| Networking | During the three years 2008 to 2010, did your enterprise co-operate on any of your innovationactivities with other enterprises or institutions? Innovation co-operation is active participation withother enterprises or non-commercial institutions on innovation activities. Both partners do notneed to commercially benefit. Exclude pure contracting out of work with no active co-operation. | Series of four variableswith outcome1/0 indicating ifa firm engagedwith (i) customers,(ii) suppliers, (iii)competitors andconsultants, (iv) publicresearch institutionsand universities. |
