Author: CDS Admin (Page 4 of 11)

We’re learning more about this year’s Collaboration Prize winners by hearing about their plans for the future in a new series of blogs.  In this blog we take a closer look at The Start-up Drinks Lab…

The two companies that form The Start-up Drinks Lab – Tongue in Peat and FOAL Drinks – are aiming to work together to solve challenges faced by drinks entrepreneurs in Scotland that result in them having to compromise on quality, cost or location.

Hannah Fisher from Tongue in Peat and Craig Strachan from FOAL Drinks

When we caught up with Hannah Fisher and Craig Strachan from The Start-up Drinks Lab, Hannah (founder of Tongue in Peat) said:  “Our main focus is to establish facilities to alleviate the manufacturing challenge created by the limited number of small scale manufacturing options for start-up drink businesses in Scotland.  We plan to do this by offering a full suite of services including product development, manufacturing, packaging and business support as well as providing a small scale bottling facility with pasteurisation, carbonation, capping and canning not currently readily available in Scotland.”

The consortium’s long-term plan includes both market and service expansion. Geographically, it will focus initially on Scotland then expand into the rest of the UK, eventually aiming to grow into Europe and even North America.

“As well as benefitting from the support, manufacturing advice and guidance of Scottish Enterprise, we will use the prize money to pay the first few months’ rental, meaning we can move in and fit out the factory.  Furthermore, we will be able to purchase our first pieces of equipment and engage experts to help fit the facility out to a full operational specification,” added Craig (founder of FOAL Drinks).

Hannah said:  “I met Craig at an Entrepreneurial Spark event where we quickly discovered our businesses faced similar challenges.  We then heard about the CDS Collaboration Prize and decided to enter.

“We have often talked about setting up small scale manufacturing facilities to benefit our own businesses but when going through the research process to validate our idea for the competition, we realised we were not alone in this pain point and that many great Scottish brands were forced to go down south to produce, losing that all important ‘made in Scotland’. We felt and continue to feel more passionate everyday about making sure we help Scotland and its produce by giving its producers an accessible platform.”

Craig continued: “Collaboration has been of massive assistance for my own company, FOAL Drinks, and for me personally. The anticipated cost savings by opening the lab will be of fantastic benefit, allowing us to be more competitive and provide our awesome customers with an even better offering.  Furthermore, our regular meetings and focus groups have been given a different perspective and have given us some excellent introductions, especially in the food and drink arena. This will be invaluable going forward and is especially important for start-up businesses.”

The member businesses in The Start-up Drinks Lab are:

• FOAL Drinks, Glasgow
• Tongue in Peat, Glasgow

Collaborating with other businesses can bring a number of benefits such as improved market presence, shared resources and knowledge, and the reduction of costs and risk when exploring new markets. Increasingly businesses are also coming together as a means of accessing larger contracts.

To learn more, we spoke to CDS advisors Gill Joy and Gavin Tosh, who have collaborated together themselves to provide unique specialist support to CDS clients on collaborative tendering.

Q1. Tell us a little more about yourself?

Gill: I have 30 years’ experience in business management and consultancy, focussing on collaborative projects and programmes. I set up Intend Business Development in 2006, which helps SMEs and social enterprises compete with larger national players on public sector tenders.

In 2011, Gavin and I decided to collaborate to design a new training programme for consortium bidding, working closely with the CDS team. We continue to tender jointly for various contracts where our complementary skills can add value for clients, and we have worked as CDS specialist advisors for consortium co-operatives since 2013.

Gavin: I am a practicing solicitor and started my own niche legal business in 2009 specialising in business law. Before I was a solicitor I was a contracts manager in large engineering-based companies, and was frequently involved in tendering for contracts, including collaboratively.

Q2. Why is tendering an important area for businesses, including SMEs?

Gill: £10billion worth of business is put out to tender each year in Scotland alone, with a huge number of private and third sector contracts also subject to a tendering process. These contracts will be for goods and services that smaller businesses are well placed to provide, yet so many SMEs aren’t going after them, essentially closing their doors to this enormous source of business.

Q3. What are the barriers for SMEs?

Gill: Particular barriers for SMEs include their small size, lack of specialist expertise, and limited resources to identify opportunities and prepare tender responses. Larger organisations can have in-house resources dedicated to the tendering process, but this is usually out of the question for SMEs. Small companies are encouraged by buyers to form consortia in order to bid for contracts, however, sometimes collaboration can be viewed as a barrier in itself. Most SMEs don’t really know where to start, from finding the right partners to getting a sound agreement and working together to create a winning bid.

Q4. How can collaboration help?

Gavin: By collaborating with other businesses, increased capacity and a wider range of available resources and skills make it possible to bid for larger contracts. Coming together under a single brand in a consortium co-operative can really consolidate the members’ joint offering and put them on an equal footing with larger companies pitching for the contract. With each member business focusing on its own strengths, the customer gets a team of true specialists in their respective fields instead of a larger organisation which may not be strong in all areas.

Gill: Collaboration also means more eyes out there to spot opportunities in the first place, and the costs and time involved in the tendering process are shared, making it less of a burden on smaller businesses. An added benefit of working closely with other businesses is the significant amount of organisational learning that each partner can derive from the experience.

Q5. What are the options?

Gavin: There are different ways to collaborate when tendering. The most common approach is to have a main contractor with a number of subcontractors, however, this is rarely a collaboration of equals. Subcontractors may have little say in important decisions and can be subject to the whims of the main contractor in terms of what work they get and when they are paid.

Tools and techniques to improve the position of subcontractors in this position are available, however for a truly co-operative collaboration where all parties have an equal say, there is also the consortium co-operative model.

In a consortium co-operative, members work together for a common goal whilst retaining their own brands, identities and control. Members can be limited companies, partnerships or individuals and the membership can be of any size from two businesses upwards. Each member business has an equal say on consortium activity, no matter its size, and both exiting and bringing in new partners is simple. As a recognised legal entity with limited liability, the model provides a durable yet flexible framework for collaboration.

Q6. What support is available?

Gavin: CDS’s principal form of support is called Consortium Expert Support – it is free of charge to eligible businesses and provides assistance to form a consortium co-operative. You can get in touch with CDS for more information about consortium support.

Q7. Are there any examples of successful consortium tendering?

Gill: A CDS client which has experienced success in tendering is The Wee Agency, a collaboration between a group of PR, IT and design firms to offer an integrated digital marketing service. The members were already collaborating on an informal basis, but bringing their skills together under a single brand has enabled them to successfully pitch for more ambitious contracts.

Gavin: Another consortium which has seen great results from tendering is the Community Resources Network Scotland (CRNS) Reuse Consortium, a nationwide collaboration between social enterprises managing waste resources at a local level through recycling, reuse and reduction. It won a contract from Fife Council to supply second-hand household essentials such as white goods and furniture to be given to locals on low incomes who need them, and hopes to support other local authorities in this manner in future.

We’re taking a closer look at each of our winning collaborations over the coming weeks and learning more about their plans for the future.  In this blog we learn all about Terrier Risk Partners…

Terrier Risk Partners – Tom Inglis of Wildcat Applications and Alison Stone of 3 Minutes to Midnight

Terrier Risk Partners comprises two experienced businesses coming together to provide cyber security solutions to SME’s in order to tender for larger contracts.

Together the businesses wanted to capitalise on initiatives offered by the Scottish Government, such as the Digital Scotland Superfast Broadband, by offering expertise in the fields risk assessment, business continuity , protection and recovery

The consortium is a combined offering for firms who have identified a need to improve their ability to protect against and recover from IT related disasters.  It aims to provide a 360 degree review of each organisation’s risk exposure and then recommend solutions that are appropriate to the size, needs and budgets of their clients.

Tom Inglis from Terrier Risk Partners spoke to us:  “We strongly believes that the services we are offering are valuable to businesses and supply a solution to problems identified by the Scottish Government, industry bodies and academic research.

“Following our win, we intend to fund the creation of a brand, website and various other marketing materials.

“The business support we will receive from winning is extremely important as it will help us to grow the business. We’re hoping to work with Scottish Enterprise to explore partnership opportunities and utilise PR opportunities to help us raise our profile as well as marketing support to assist in developing the offering and positioning us in the marketplace.”

The member businesses in Terrier Risk Partners are:

• Wildcat Applications, Edinburgh
• 3 Minutes to Midnight, Musselburgh, East Lothian

We’re taking a closer look at each of our winning collaborations and learning more about their plans for the prize money.  In this blog we learn all about Offsite Hub…

Offsite Hub is a new consortium of firms involved in offsite construction providing leading edge technology in the industry.  It was formed following the UK Government’s release of its 2025 Construction Strategy identifying offsite construction as a vehicle for delivering improvement targets for the construction sector.

Comprising nine companies, Offsite Hub’s goal is to promote improved market awareness, address emerging skills challenges and to foster a collective approach to ongoing research and development in the use of timber construction technology.

We spoke to Calum Murray, chairman of Offsite Hub, on the win:  “Together with a number of public sector partners (such as Napier University and SDI), we are aiming to realise the full potential of Scottish Offsite Modern Methods of Construction by improving the working environment in the construction industry, reducing waste from that sector, and significantly improving the performance of buildings in terms of construction, comfort and long-term running costs.

“Support in translating ideas into practical action will be hugely useful for us and we plan to utilise this support from Scottish Enterprise.  For instance, in approaching UK wide institutions with the right message as a group, the assistance will be essential.    We are exploring other possible uses for the funding and support, including a ‘learning journey’ being proposed for Sweden next year and representation at a conference on offsite construction in Salford next year.”

The member businesses in Offsite Hub are:

• CCG Off-Site Manufacturing, Cambuslang, South Lanarkshire
• Alexanders’ Timber Design, Troon
• Carbon Dynamic CLDB Ltd, Invergordon
• MAKAR Ltd, Inverness
• Oregon Timber Frame Ltd, Selkirk
• Robertson Group, Stirling
• Scotframe Timber Engineering Ltd, Inverurie
• Stewart Milne Group, Aberdeen

We’re taking a closer look at each of our winning collaborations over the coming weeks and learning more about their plans for the future.  In this blog we learn all about Look Team…

Look Team is a graphic design and event branding production collaboration consisting of two already well established and successful Glasgow-based companies: EVM and Tangent Graphic.  It is focused on developing, managing and delivering wayfinding solutions for major sporting and cultural events in order to create memorable experiences for participants, stakeholders, spectators and broadcasters.

Look provided the branding and wayfinding solutions for three major events in Glasgow: the Commonwealth Games 2014, the World Gymnastics Championships 2015 and the UCI Track Cycling World Cup 2016.

The two businesses have successfully formed a consortium co-operative to facilitate pitching a total project planning and management service for other large sporting events. They plan to expand into other geographic markets across the UK and internationally.

Andrew Stevenson and Paul Fennon of Look Team

We spoke to Paul Fennon from Look Team about the consortium:  “We wish to enter international markets based on our unique set of skills and capabilities including bid development, project management, risk mitigation and logistics planning, creative and branding development, art working, manufacturing, installation and de-rigging.

“Our offer is different to those offered by our competitors in that we provide an end-to-end service including the branding and creative approach tailored for specific events. This enables us to create a unique sense of ‘time and place’ for each event which allows us to effectively create more memorable experiences for everyone involved.  We believe this unique approach is one of the main reasons we were successful in our bid for the World Gymnastics Championships and the UCI Track Cycling World Cup.

“The cash and support from winning the Collaboration Prize will help us achieve a number of goals, beginning with in-depth research of the global sporting events market and investigating the best way to scale our operation internationally. The commission of a bespoke Inventory Management System for managing and tracking event Kit of Parts (KOP) will help us to streamline our services and increase efficiency, giving us a competitive edge when tendering for contracts. We also plan to get in front of the right people by identifying and attending major international trade shows, allowing us to forge potentially lucrative relationships and explore significant business development opportunities.

“Our intention is to manage tasks by appointing individuals and teams on a ‘needs must’ basis. At the moment EVM and Tangent have clearly defined skill sets; Tangent for branding and creative development and EVM for project management, manufacture, production and installation. As such, managing the current workload within the co-operative is very much business-as-usual, punctuated by regular weekly project meetings. A monthly meeting of the co-operative’s partners enables us to discuss planning for growth and more strategic matters.

“Forming the consortium enables us to deliver a unique service which is usually provided by two distinct companies. Working so closely together means we can combine our expertise and push creative and technical boundaries in ways that others in our field don’t. Having achieved a significant degree of success on a national level, our ambition now is to mirror that success internationally and we look forward to the doors that collaboration will open.”

Dundee and Edinburgh based experts in space technology, Bright Ascension, which specialises in software products and services for satellites, has recently announced its plans to become Scotland’s latest employee owned business. 

The company, which was instrumental in the workings of the first ever Scottish satellite to rocket its way to space in 2014, was founded five and a half years ago by Dr Peter Mendham.  Dr Mendham recognised the potential for creating a business specialising in software for satellite development, mission control and operations.  Bright Ascension now has a workforce of nine staff and had a turnover of £314,000 last year, including profits of £27,000.

Dr Mark McCrum, who joined Bright Ascension a year after it started and is now technical director, discusses the decision to move to employee ownership and his experience of the transition…

Dr Mark McCrum, technical director at Bright Ascension

In order to help meet plans for growth and to continue developing and creating innovative products, we started investigating the possibility of employee ownership in 2013 through an initial consultation with Co-operative Development Scotland.

We met with a CDS advisor who explained employee ownership and that this might open up investment opportunities for the business. CDS introduced us to Capital for Colleagues, an investment vehicle focused on employee ownership and an appropriate package was developed.

As well as the need for investment we were interested in employee ownership because it seems like the fairest way to structure the ownership of a company. In order to build a world class company we need to attract, retain, motivate and harness the best talent in the field and adopting an employee ownership model allows us to do that.

Our staff have been receptive and enthusiastic to the changes so we are currently in the process of setting up an Employee Benefit Trust with an initial 20% holding of the company. The shares are being gifted by the current owners which is happening in conjunction with an investment by Capital for Colleagues.

The Bright Ascension team

Before moving to employee ownership, our main priorities were to upscale the business by attracting investment and then fully engage our employees to drive performance within it. Employee ownership has allowed us to achieve both of these goals and all nine of our staff members now have a meaningful stake in their company and its future success.

CDS provided invaluable guidance and support to Bright Ascension throughout the employee ownership transition. If you would like to find out more about how your business could benefit from employee ownership in the same way that Bright Ascencion has, please get in touch with one of our expert advisers who will be happy to help.

Six new Scottish consortia are celebrating after winning a share of the £60,000 Collaboration Prize.

Launched for entries in September 2016, the Collaboration Prize attracted a record number of responses from across Scotland.  It was delivered by Co-operative Development Scotland on behalf of Scottish Enterprise and Highlands and Island Enterprise in partnership with Business Gateway and the Scottish Chambers of Commerce.

Each of the winning collaborations will receive £5,000 to implement their collaborative idea, advice to set up as a consortium co-operative, up to £5,000 business support and export advisor support where appropriate. 

Below Co-operative Development Scotland director Sarah Deas gives a brief introduction to each of our winners and a summary of their collaborative idea. Over the coming weeks, we’ll be taking a closer look at each of our winning collaborations and learning more about their plans for the future.

Accessing new and international markets was a specific focus of this year’s competition and we awarded two of the six prizes to consortia which demonstrated particularly strong international ambitions to be delivered via the collaboration.

Made in Scotland, which has members across the country, is a collaboration of eleven Scottish companies involved in the food and drink sector.  The consortium offers a range of products including salmon, cheese, cakes and charcuterie as well as craft gin, craft beer and whisky. The collaboration will enable member businesses to offer the basket of Scottish produce to lucrative overseas markets by pooling together their resources and experience, both intellectually and financially.

We spoke to Willie Cameron from Made in Scotland on winning the Prize and he said:  “It is fantastic news to hear we have been successful. The money and support will enable us to access expert advice on marketing food and drink on a global scale, as well as allowing us to develop our brand and create a website with e-commerce functionality. This will help us to really get our name and offering out there on a magnitude that would be far more difficult for us to achieve as individual companies.

“Not only does working together enable us to reach an international customer base as a whole, it also encourages us to support each other by highlighting new opportunities that we think will benefit individual members.  By continuing to collaborate, we aim to further boost Scotland’s global reputation as a producer of some of the finest food and drink in the world, hopefully attracting more of the country’s like-minded, quality producers to join us along the way.”

We also caught up with Paul Fennon from Look Team about how winning the prize. He said: “The cash and support will help us achieve a number of goals, beginning with in-depth research of the global sporting events market and investigating the best way to scale our operation internationally. The commission of a bespoke Inventory Management System for managing and tracking event Kit of Parts (KOP) will help us to streamline our services and increase efficiency, giving us a competitive edge when tendering for contracts. We also plan to get in front of the right people by identifying and attending major international trade shows, allowing us to forge potentially lucrative relationships and explore significant business development opportunities.

“Forming the consortium enables us to deliver a unique service which is usually provided by two distinct companies. Working so closely together means we can combine our expertise and push creative and technical boundaries in ways that others in our field don’t. Having achieved a significant degree of success on a national level, our ambition now is to mirror that success internationally and we look forward to the doors that collaboration will open.”

The response to this year’s competition has been fantastic and as a result we have six brilliant winning consortia, all of whom will be using the support and funding they won to structure their consortiums, develop their business ideas and access new markets.

Through the Prize the aim is to inspire businesses to be innovative and consider collaboration as a means to achieve growth.  By collaborating businesses can reduce costs, share risks and create new platforms for growth.

The other Collaboration Prize winners were:

• Healthworks: a team of health and wellbeing professionals that have come together to help businesses optimise their employee’s physical, psychological and personal wellbeing. The new venture will create innovative, bespoke health and wellbeing services that are truly integrated.
• The Start-Up Drinks Lab: a collaboration by two innovative soft drink businesses who aim to work together to solve manufacturing challenges faced by drinks entrepreneurs in Scotland. The focus is to establish accessible manufacturing facilities that meet the small scale production requirements of start-up drink businesses.
• Terrier Risk Partners: three experienced businesses coming together to provide cyber security solutions allowing them to tender for larger contracts such as the opportunities offered by the Scottish Government and partners, such as the Digital Scotland Superfast Broadband.  Their joint expertise includes risk assessment, business continuity, protection and recovery.
• Offsite Hub: This collaboration comprises nine companies involved in off-site construction. Following the UK Government’s 2025 Construction Strategy identifying off-site construction as a vehicle for delivering improvement targets for the construction sector, the Off-Site Hub Scotland was formed to promote improved market awareness, address emerging skills challenges and to foster a collective approach to ongoing research & development in the use of timber construction technology.

Beyond salary, what can businesses offer to entice new employees and make them stay?

Our director Sarah Deas explains how the employee ownership model, and the many benefits it brings, can be a great attraction for prospective employees and an effective means of inspiring, engaging and rewarding existing employees.

“Statistics consistently demonstrate that employee-owned businesses outperform their non EO counterparts in terms of increased productivity, higher levels of profitability and improved business resilience during times of recession.   Feeling truly part of a business and sharing in its success undoubtedly helps employees feel engaged and valued.  It attracts new talent and limits staff turnover.  Clients also benefit from enhanced customer service.

 “Interestingly, recent research reveals that millennials value many characteristics of the employee ownership business model, such as profit sharing and personal development, more than previous generations *.

 “The employee ownership model is suited to any organisation, large or small, at any stage of its development and in many different sectors.   Key employee-owned businesses in Scotland include: John Lewis Partnership, Aquascot and Novograf.

“Succession is often a catalyst for adopting employee ownership, as business owners look to exit and get a return on their investment but want to safeguard valued employees and ensure their business stays rooted in the local community.    

 “We are seeing a growth of interest in employee ownership year-on-year, keeping us on track for achieving our aspiration of a tenfold increase in employee-owned businesses in Scotland over a ten year period.  Since 2009, the number of employee-owned businesses headquartered in Scotland has more than tripled.

  “Support is available to businesses looking to adopt this model.  This is delivered by specialist advisers who help owners decide on the best model of employee ownership for their businesses.  They undertake a feasibility study and provide a written report outlining potential ownership structures, governance systems, engagement mechanisms and funding options.  This allows owners to decide whether to proceed to implementation of an employee ownership structure.

 “Should the EO Feasibility Study convince clients to proceed with a project then CDS can provide partial grant support for advisory work associated with the transition process.”

 * (Source:  ‘Busting the Millennial Myth – the Power of Purpose’, Fieldfisher and the eaga Trust).

If you would like to learn more about how employee ownership could benefit your business, please get in touch and have a chat with our expert advisers.

Karen McLeod manages the export advisory service at Scottish Enterprise, providing support to help Scottish Businesses trade overseas.

Last year a record number of Scottish businesses, large and small, started thinking globally and branched out overseas.  We spoke to Karen to find out why it’s important to consider selling internationally and the ways in which you can do it successfully.

Why is exporting important? 

Overseas markets have become increasingly important to the Scottish economy and in 2015 Scotland’s international exports were valued at £28.7 billion*, a 3.6% increase from 2014.

Our research shows that many overseas markets are underserved and there is demand for Scottish products and services internationally. This, paired with the fact that SDI supported 2,500 businesses to export last year, shows that there is opportunity and the ambition for exporting to continue to grow.

What are the benefits?

Trading abroad can boost your profile, credibility and bottom line.  That applies whether you’re trading with established markets such as the EU and USA, or high-growth markets like Brazil, China, India, Colombia and Vietnam.

International markets like these offer you access to new customers, revenue and ideas. Crucially, they enable you to spread your business risk, increase the commercial lifespan of your products and services and secure economies of scale which are not always possible at home. In fact, exporting is now considered essential for Scottish businesses that want to safeguard future growth.

The figures are compelling, showing that those firms that choose to export become 34% more productive in their first year** while those already exporting achieve 59% faster productivity growth than non-exporters**, positively impacting on staffing and financial performance.

Doing business overseas brings further benefits such as fostering ideas for new products and services. Once a company has ‘dipped their toe’ into a new market this in turn tends to increase confidence and ambition and provides the momentum for further growth through exporting.

What are the barriers and how can you overcome them?

Exporting can seem daunting to smaller businesses and the thought of going it alone can often be off putting and seen as high risk.  Collaborating with others can be a way to address those risks and make the most of the opportunities that exporting brings.

How can collaboration help businesses access international markets?

Businesses can collaborate using the consortium co-operative business model. This model allows businesses to come together for a shared purpose; to buy or sell in scale, market more effectively, share facilities or jointly bid for contracts. Collaborative activity can include the creation of a portfolio brand for export, consolidated shipping and joint e-commerce activity.

Made In Scotland: Collaborative Export Solutions team members

A good example of businesses successfully adopting this approach is recent Collaboration Prize winner Made in Scotland: Collaborative Export Solutions, a collaboration of eleven companies involved in the luxury food and drink sector. Selling a range of products including salmon, cheese, gin and whisky, the member businesses pool together their resources and experience to extend their offering to the lucrative overseas market. Among the members is an e-commerce and logistics firm, giving valuable insight into this aspect of exporting.

To find out more about the support available to help you collaborate and access international markets, visit here.

Sources:
*Export Statistics Scotland 2016
**UK Government UK Trade & Investment research publication – Bringing home the benefits: how to grow through exporting

One of five winners of the Collaboration Prize, Edinburgh’s Netherbow aims to create a literature hub for Scotland on Edinburgh’s Royal Mile.

Founded by an alliance of six cultural organisations, it will achieve this by developing the existing honeycomb of buildings, gardens, closes and streetscapes in and around the Scottish Storytelling Centre and John Knox House to create a physical presence for Edinburgh’s literature and Scotland’s culture.

Its role will be to increase the promotion of literature, support collaboration between literary and cultural organisations and improve Edinburgh’s international profile.

Here, founding member, Ali Bowden, director of Edinburgh UNESCO City of Literature Trust, explains how they developed their idea, what the next steps are for the consortium and how they will benefit from winning the Collaboration Prize.

The literary sector has a strong track record regarding collaboration – it was how we secured the UNESCO City of Literature status for Edinburgh in 2004. As such, the various partners of Edinburgh’s Netherbow have worked together over the years on a number of projects, and the opportunity to develop the area is something that has recently evolved through those discussions and partnerships.

Our plan is to create a new, highly visible, focal point for Edinburgh’s literature and Scotland’s culture, resulting in the provision of a comprehensive information, education and interpretation centre for the City of Literature.

By working together, Edinburgh Netherbow’s members (which include the City of Literature Trust, Sandeman House, TRACS, Scottish Book Trust, the Saltire Society and The List) can promote literature, support further collaboration between literary and cultural organisations and help grow the capital’s international profile through engagement in literature.

Winning the Collaboration Prize will definitely enable us to take our partnership to the next stage. By providing the perfect combination of cash and business expertise it will give us the support we need at this critical point in the project’s development.

We are working on various aspects of the project at present but the next key step will be creating a detailed business plan and that work will be supported by Scottish Enterprise.

For more information about the Scottish Enterprise Collaboration Prize visit the website.

Click here if you would like to find out more about collaborative business models, or if you would like to get in touch.