European Experience in Assessing the Potential of Innovative
Consulting Services
1OLENA LEVISHCHENKO, 1OKSANA DZIUBA, 1HALYNA LAVRYK,
2ANTONINA ZELISKA, 3RIABENKO VOLODYMYR
1National Transport University, UKRAINE
2Polissya National University, UKRAINE
3National University of Food Technologies, UKRAINE
Abstract: Innovative consulting services in various sectors of the EU economy are popular due to the potential
of companies to attract private and public financial resources. The purpose of this article was to study the
implementation of innovative consulting services to assess their potential. The research methodology is based
on a statistical analysis of the system of indicators of innovative consulting services and a correlation analysis
of the impact on the activities of EU firms. The results show that the most common form of innovation
consulting are self-development, product improvement, process, customer search, access to new customer
segments, etc. Involvement of consulting organizations in the development of innovative products is carried out
by 40% of companies, and the introduction of information and communication technologies and business
process updates is the most popular type of consulting in the EU.
Keywords: consulting, consulting services, potential, innovative development, innovations, business models.
Received: April 29, 2022. Revised: March 11, 2023. Accepted: April 14, 2023. Published: June 1, 2023.
1. Introduction
Innovative consulting services in various
sectors of the EU economy are popular due to the
potential of attracting financial resources from
companies, both private and public. The most
common types of consulting among European
companies are decision-making on the
implementation of information services, marketing
activities, business processes, business strategy
development, ensuring business sustainability in
terms of spreading the concept of sustainable
development. Within the EU, government programs
aimed at opening innovative companies in the field
of consulting are being actively implemented. Firms
involve third-party organizations to improve
business strategies, business processes, products,
finding new customers, the introduction of
information technology. This requires a study of the
potential of innovative consulting services in the
EU.
2. Literature review
Consulting services are seen as
“knowledge-intensive business services” that are
becoming increasingly relevant in the knowledge
economy (Hertog, 2000; Cătoiu et al., 2016), as
they ensure the growth of enterprise
competitiveness. Consulting firms are innovation
facilitators or co-producers of innovative products.
Process-oriented and intangible knowledge flows
between the client and the consulting service
provider play a crucial role in the development of
innovative products. The scientific literature uses
quantitative methodology to assess the potential of
innovative consulting services, in particular based
on surveys of enterprises (Darie, 2019) and
consumers of consulting services (Zafeiropoulou &
Nadan, 2015); regression analysis of causal
relationships between the factors involved in
consulting bureaus and the choice of consulting
companies (Tamulienė et al., 2019), multifactor
regression analysis (Arias‐Aranda et al., 2001; Lee,
2021), cluster analysis of the results of a survey of
the management of agricultural companies based on
a structured interview (Andreopoulou, 2014),
multidimensional statistical analysis of the
relationship between management
services/consulting services and indicators of
economic efficiency of business, between firm size
in engineering consulting and level of innovation
(Martin & Matlay, 2003; Cătoiu et al., 2016),
exploratory multiple case studies of over 30
innovative European and US companies and semi-
structured interviews of managers from product
management, research and development,
information technology, and marketing (Baloh et
al., 2008). The turnover indicator was used to
measure the size of the firm (Martin & Matlay,
2003).
A review of the literature indicates the lack
of a comprehensive assessment of the state, trends
and features of the market of innovative consulting
services, which will identify the potential for
development of consulting.
International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
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Volume 2, 2023
3. Methodology
This article uses statistical and correlation
analysis of indicators of the potential of innovative
consulting services in the EU and in particular on
the example of Bulgaria, the Czech Republic,
Germany, Spain, and Italy for 2010-2019, given the
availability of data for different time periods. These
countries were selected for analysis due to different
levels of economic development, including
entrepreneurship and the functioning of consulting
agencies. The following indicators were selected for
analysis:
1. Business enterprise expenditure on
R&D, Percentage of GDP in EU-27, 2010-2019.
2. Business enterprise expenditure on R&D
in services in EU countries, 2010-2018.
3. Structure of business enterprise
expenditure on R&D in different sector of
economy.
4. Enterprises that introduced a business
process innovation by developer, 2018.
5. Enterprises that introduced new or
improved processes by type of innovation, 2018.
6. Total enterprises turnover in EU-27 from
innovation core activities, 2018.
7. Enterprises by type of business strategy
applied, 2018.
8. Turnover of enterprises from new or
significantly improved products in 2016-2018.
4. Results
Innovative consulting services in the EU
are used to ensure the stability of cash flows,
especially in times of crisis. According to Eurostat
(2021a), in 2018, 516 thousand EU-27 enterprises
presented innovations, including 217 thousand
(42%) - product, 299 thousand (58%) - business
process innovations. Enterprise spending on
research and development averaged 1.36% of GDP
in 2010-2019 within the EU-27 (see Fig. 1).
Figure 1. Business enterprise expenditure on R&D, Percentage of gross domestic product (GDP) in EU-
27, 2010-2019
In the services sector, R&D expenditures of
enterprises in the EU countries as a share of GDP
for 2010-2018 were as follows: Bulgaria - 0.34%,
the Czech Republic - 0.42%, Germany - 0.27%,
Spain - 0.32%, and Italy - 0.20% (see Table 1).
Table 1. Business enterprise expenditure on R&D in services of the business economy in EU
countries, % of GDP, all source of funding 2010-2018
Country
2010
2011
2012
2013
2014
2015
2016
2017
2018
Average, %
Bulgaria
0.24
0.25
0.31
0.33
0.42
0.48
0.36
0.33
0.35
0.34
Czech Republic
0.31
0.34
0.39
0.39
0.44
0.46
0.45
0.49
0.51
0.42
Germany
0.24
0.26
0.26
0.25
0.24
0.28
0.29
0.3
0.3
0.27
Spain
0.34
0.32
0.33
0.33
0.31
0.31
0.3
0.32
0.34
0.32
Italy
0.17
0.16
0.16
0.18
0.19
0.2
0.22
0.23
0.26
0.20
The calculation of the R&D share
expenditures by service enterprises in the total R&D
expenditures of enterprises of all types of activity
shows (see Table 2) that the service sector is the
most popular sector in Bulgaria, financed from
various sources (government programs, private
sector, NGOs), high in demand in the Czech
Republic and Spain, to a lesser extent in Germany
and Italy.
0,00
0,50
1,00
1,50
2,00
2,50
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Business enteprise
expenditure on R&D,
Percentage of gross
domestic product
(GDP)
European Union - 27
countries (from 2020)
Bulgaria
Czechia
Germany (until 1990
former territory of the
FRG)
International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
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Table 2. Share of financing of R&D of enterprises in the service sector in the total financing of R&D
of enterprises of all types of activity, 2010-2018, %
2010
2011
2012
2013
2014
2015
2016
2017
2018
Average, %
Bulgaria
84
88
84
85
81
68
63
62
65
76
Czech Republic
40
40
42
38
40
45
44
44
43
42
Germany
13
14
13
13
12
14
14
14
14
14
Spain
48
47
47
48
47
48
48
48
49
48
Italy
26
25
23
25
26
26
27
27
28
26
R&D financing of various sectors of the
economy indicate that services and manufacturing
attract the most financial resources to finance
innovation (see Table 3). This means that
innovative consulting services are in high demand,
especially in countries with low levels of
production.
Table 3. Structure of business enterprise expenditure on R&D in different sectors of economy
All sectors
Agriculture,
forestry and
fishing
Mining
and
quarrying
Manufacturing
Electricity, gas, steam and
air conditioning supply;
water supply; sewerage,
waste management and
remediation activities
Services
of the
business
economy
Million euros
Bulgaria
304,777
0.166
0.274
100,638
0.282
198,116
Czech Republic
2,481,912
7,637
1,617
1 354,952
16,432
1,075,239
Germany
72 101.3
171.6
23.8
61 574.4
156.8
10,088.7
Spain
8 445
94
18
3 830
150
4 139
Italy
15,934,029
8,007
74,963
10,716,963
113,689
4,531,631
Share, %
Bulgaria
100.00%
0.05%
0.09%
33,02%
0.09%
65,00%
Czech Republic
100.00%
0.31%
0.07%
54,59%
0.66%
43,32%
Germany
100.00%
0.24%
0.03%
85,40%
0.22%
13.99%
Spain
100.00%
1.11%
0.21%
45,35%
1.78%
49,01%
Italy
100.00%
0.05%
0.47%
67,26%
0.71%
28,44%
The main producers of innovative business
processes are either enterprises or enterprises
together with consulting companies (Table 4). For
example, in all EU-27 countries, 65% of companies
have independently developed innovative business
processes, 41% - in collaboration with consulting
agencies, 13% - adapting or modifying a
product/process developed by other organizations,
14% - business processes are fully developed
consulting firms (Eurostat, 2021b). In Bulgaria and
the Czech Republic, the most common forms of
developing innovative business processes are
autonomous and co-production, in Germany co-
production predominates, although autonomy is
almost equal in volume. In Spain, the autonomous
form of implementation of innovative business
processes prevails (64%), in Italy, there is the
largest share of independence of enterprises in the
development of innovations (79%).
International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
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Volume 2, 2023
Table 4. Enterprises that introduced an Business process innovation by developer, 2018, number and
share
Developer of Business process innovation
Total
Enterprise
itself
Enterprise together
with other
enterprises or
organizations
Enterprise by adapting or
modifying products and/or
process originally developed
by other enterprises or
organizations
Other
enterprises or
organizations
European Union -
27, million euros
299 102
194 692
121 620
39 632
42 548
Share,%
100.00
65,09
40,66
13.25
14.23
Bulgaria, million
euros
3 220
2 162
1 065
447
473
Share,%
100.00
67,14
33,07
13.88
14.69
Czech Republic,
million euros
9 787
6 790
3 399
647
1150
Share,%
100.00
69,38
34,73
6.61
11.75
Germany, million
euros
81 827
41 247
42 808
10 450
12 558
Share,%
100.00
50,41
52,32
12.77
15.35
Spain, million euros
16 828
10 778
2 997
2 084
2 480
Share,%
100.00
64,0
17.81
12.38
14.74
Italy, million euros
63 780
50 583
21 561
4 871
9 033
Share,%
100.00
79,31
33,81
7.64
14.16
The main types of innovative business
processes of EU-27 enterprises are (Eurostat,
2021c): improved production methods, methods of
information communication, organization of
responsibility in the workplace, decision-making or
human resource management, methods of
organizing procedures or external relations,
accounting, administrative operations, marketing
methods (promotion, packaging, pricing, product
placement or after sales services), and innovations
in logistics (see Table 5).
Table 5. Enterprises that introduced new or improved processes by type of innovation in 2018
GEO / INNOVAT
European
Union-27
Bulgaria
Czech
Republic
Germany
Spain
Italy
Business process innovation
299 102
3 220
9 787
81 827
16 828
63 780
New or improved methods for producing
goods or providing services
152 294
1 799
4 817
35 270
8 004
35 839
Innovations in logistics
94 003
805
2 639
21 778
3 674
24 487
New business practices for organizing
procedures or external relations
111 217
1 418
3 275
29 235
3 018
24 841
New methods of organizing work
responsibility, decision making or human
resource management
149 261
1 287
4 663
47 402
4 772
32 824
New or improved methods for information
processing or communication
166 508
1 374
4 370
50 500
7 721
38 412
New methods for accounting or other
administrative operations
128 192
936
3 613
37 701
5 453
27 268
New marketing methods for promotion,
packaging, pricing, product placement or
after sales services
121 104
1 338
5 376
34 143
5 565
26 551
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DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
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In general, the turnover of EU-27
enterprises from the introduction of innovative
products is growing. The share of turnover of
enterprises exclusively with innovative products
was 5% in Bulgaria, 3% in the Czech Republic, 6%
in Germany; 6% in Spain and 2% in Italy (Eurostat,
2021d). The share of turnover of enterprises
exclusively with innovative business processes was
23% in Bulgaria, 20% in the Czech Republic, 17%
in Germany; 17% in Spain and 18% in Italy
(Eurostat, 2021d). This shows that innovative
business processes and consulting in this area are
the most profitable for EU companies.
Among the types of strategies used by
enterprises with innovative activity, in Bulgaria the
focus is on improving existing products, finding
new customer groups, focusing on high quality,
customer satisfaction. In the Czech Republic,
companies are focused mainly on finding new
customer groups, addressing specific customer
needs, high quality, and customer satisfaction. In
Germany, such strategies of innovation activity
prevail as high product quality, solving specific
customer needs, improving existing products,
customer satisfaction, finding new customer
groups, and expanding the product range. In Spain,
the main strategies are to focus on quality and
customer satisfaction, finding new customer groups
and improving products, and addressing specific
customer needs. In Italy, companies mostly use
strategies to meet customer needs, high product
quality, product improvement, low price, and
expanding the range.
Table 6. Enterprises by type of business strategy applied, 2018, %
Strategy
Bulgaria
Czech Republic
Germany
Spain
Italy
Focus on improving existing goods or services
25.2
28.3
44.4
34.6
22.6
Focus on introducing entirely new goods or
services
11.1
14.8
16.7
8.4
16.7
Focus on reaching out to new customer groups
32.2
30.3
30.4
35.7
9.1
Focus on customer specific solution
19.4
22.7
54.4
31.6
-
Focus on low-price
15.7
10.9
12.0
16.1
17.4
Focus on high quality
39.7
38.1
66.2
45.2
33.1
Focus on a broad range of goods and services
15.9
10.1
23.6
15.5
16.9
Focus on key goods and services
12.6
7.8
13.7
11.7
7.8
Focus on satisfying established customer groups
35.4
44.5
40.7
44.2
38.6
Focus on standardized goods or services
14.4
11.0
11.8
12.8
11.8
The volume of trade turnover of enterprises
with new or significantly improved products,
including for the market, for 2016-2018 increased
in Bulgaria by 129%, in the Czech Republic - by
120%, in Germany - by 33%, in Spain - by 98%, in
Italy - by 211% (Table 7). At the same time, the
turnover of enterprises with constant products or
minimal changes decreased: in Bulgaria by 82%, in
the Czech Republic - by 79%, in Germany - by 93%,
in Spain - by 69%, in Italy - by 84%. On average,
trade turnover increased by 70% in 2016-2018, but
the growth can be explained by other factors.
Correlation analysis of trade turnover (Table 7) and
the number of innovations by type (Table 8) shows
a close direct relationship between even
insignificant innovative changes in products with
the growth of trade turnover of enterprises.
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DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
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Table 7. Matrix of correlation between the turnover of enterprises and the number of innovations
introduced by enterprises by type, according to Bulgaria, the Czech Republic, Germany, Spain and Italy in 2018
Ta
Tb
Tc
Bi
On
Il
Nb
Nc
Sun.
Nf
Ng
Turnover from New or significantly
improved products that were new to the
firm, Ta
1.00
Turnover from New or significantly
improved products that were new to the
market, Tb
1.00
1.00
Turnover from Unchanged or
marginally modified products (of
product innovators), Tc
0.95
0.91
1.00
Business process innovation, Bi
0.94
0.92
0.94
1.00
New or improved methods for
producing goods or providing services,
Na
0.87
0.83
0.91
0.98
1.00
Innovations in logistics, Il
0.82
0.79
0.88
0.96
1.00
1.00
New business practices for organizing
procedures or external relations, Nb
0.90
0.88
0.90
0.99
0.99
0.98
1.00
New methods of organizing work
responsibility, decision making or
human resource management, Nc
0.95
0.94
0.91
0.99
0.96
0.94
0.99
1.00
New or improved methods for
information processing or
communication, Nd
0.94
0.92
0.93
1.00
0.98
0.96
0.99
1.00
1.00
New methods for accounting or other
administrative operations, Nf
0.95
0.93
0.93
1.00
0.97
0.95
0.99
1.00
1.00
1.00
New marketing methods for promotion,
packaging, pricing, product placement
or after sales services, Ng
0.93
0.91
0.92
1.00
0.98
0.96
1.00
1.00
1.00
1.00
1.00
Table 8. Turnover of enterprises from new or significantly improved products in 2016, 2018
Country /
Innovation
New or significantly
improved products that
were new to the firm
New or significantly
improved products that were
new to the market
Unchanged or marginally
modified products (of product
innovators)
2016
2018
2016
2018
2016
2018
Bulgaria
2 486 779
5,694,717
2 080 345
3 194 120
14 040 733
2,500,597
Czech
Republic
21 540 909
47 424 856
20 975 236
23 810 276
112,492,571
23 614 580
Germany
546 241 268
727 510 605
148 743 503
556 240 802
2,632,498,998
171 269 803
Spain
105 455 873
208 894 142
108 945 981
120 020 263
288 653 109
88 873 879
Italy
110 979 444
345 289 219
137 736 779
216 084 855
827 200 278
129 204 364
Average
157 340 855
266 962 708
83 696 369
183 870 063
774 977 138
83 092 645
Standard
deviation
222770270
290718591
67794090
224742902
1084842822
70653455
The analysis of innovative consulting
services shows the following main trends in EU
markets:
1) growth of the share of expenditures in
GDP for research and development, financed by the
enterprises themselves, in 2010-2019;
2) a high share of financing the innovative
activities of service enterprises at the expense of the
public, private sectors, non-governmental
organizations;
3) the predominance of the service sector
and the production sector in the structure of funding
for research and development;
4) 65% of EU enterprises develop
innovative products and services independently,
International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
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40% - with the involvement of third-party
organizations;
5) introduction of innovative information
technologies in business processes in various
subsystems (communication, accounting,
management, human resources management,
decision-making, etc.) is the most common type of
innovative business processes;
6) among the strategies of innovative
activity of enterprises prevail: focus on reaching out
to new customer groups, focus on improving
existing goods or services, focus on customer
specific solution, focus on satisfying established
customer groups, focus on high quality;
7) innovative business processes provide a
significant positive impact on the turnover of
enterprises.
5. Discussion
This article reveals that even minimal
changes in innovation activities affect the firm's
turnover, and the development of innovations with
consulting agencies is significantly used to conduct
innovation activities by firms. These results
correlate with the findings of Evangelista, Lucchese
& Meliciani (2013): business services have a
positive impact on firms' innovation performance
and industry value added growth.
In this research was found that 40.66% of
companies develop innovative business processes
with the involvement of consulting organizations.
Consulting firms are innovation facilitators or co-
producers of innovative products (Hertog, 2000).
Baloh et al. (2008) have shown that partnerships
provide companies with information flows and
knowledge in the field of innovation. The access to
an information and integration to it from different
sources significantly improves the knowledge base
and stimulates sustainable innovation. The main
models of a strategic alliance to innovate are
“acquisition, strategic alliances, and open source”
(Baloh et al., 2008), which can be the basis of
innovation projects or programs. Therefore, the
potential of innovative consulting services includes
the tools of strategic partnership, which are
widespread in the EU. The use of consulting
services, especially innovative ones, is
characterized by complexity due to the attitude of
owners towards consultants and different strategies
for implementing services (Werr & Pemer, 2007).
The results of this study show that 65% of
firms carry out innovation, research and
development on their own, without the involvement
of outside firms. This means that the perception of
consultants as potentially effective actors in
business transformation and the impact on
profitability growth in the EU still remains low.
Consulting services for the implementation of
information technology (communication,
accounting, and marketing) are most in demand,
which may be due in particular to the lack of
competence of the management of firms in their
integration into activities. This may be because
technology transforms business processes and
services of firms (Ali et al., 2017), reducing
operational risks and ensuring the implementation
of innovative production processes (Andreopoulou
et al., 2014). Process-oriented and intangible
knowledge flows between the client and the
consulting service provider play a crucial role in the
development of innovative products (Hertog,
2000). Consulting companies also need a digital
transformation of business (Nissen, 2018), and
therefore consultants must constantly update the
range of services, especially digital, given the high
level of demand from companies for information
technology and support in their implementation.
Instead, business leaders may have more
knowledge about product innovation and consumer
market demands for products, as evidenced by the
active use of product update strategies, quality
assurance, and customer focus. According to a
study by Lee (2021), accounting consulting services
are effective when staff are competent, use e-
commerce, high market concentration, a high
percentage of consultants and a sufficient number
of management consultants.
6. Conclusion
In this article, the experience of
implementing innovative consulting services and
assessing their potential is carried out on the
example of Bulgaria, the Czech Republic,
Germany, Spain and Italy. German and Italian
companies mostly use consulting services to
transform business processes, while Spanish,
Bulgarian and Czech companies are less likely to
attract consultants. The most common form of using
consulting to implement innovations are self-
development, product improvement, process,
customer search, access to new customer segments
and more. 40% of companies are involved in the
development of innovative products in the studied
countries. The introduction of information and
communication technologies and the renewal of
business processes is the most popular type of
consulting in the EU. Differentiation of innovative
strategies of enterprises of these countries is
International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
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Volume 2, 2023
identified. The main trends in innovative consulting
services are identified, which allows to assess the
potential within the EU: further growth of the
consulting market with an emphasis on the
implementation of digital technologies that
transform business processes; stimulating
consulting activities through government programs
and private financial resources to develop
innovative products in various sectors of the EU
economy; increasing the level of involvement of
consulting agencies in the innovative activities of
firms; more active use by firms of such strategies of
innovative activity as satisfaction of clients, search
of new segments of target groups of clients and
satisfaction of requirements of clients that will lead
to growth of level of attraction of consultants;
growth of volumes of innovative business processes
which provide introduction by firms of one of the
most used strategies of innovative activity -
updating of assortment, maintenance of high quality
of a product and improvement of the existing
assortment of products.
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International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
37
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International Journal of Applied Sciences & Development
DOI: 10.37394/232029.2023.2.4
Olena Levishchenko, Oksana Dziuba,
Halyna Lavryk, Antonina Zeliska,
Riabenko Volodymyr
E-ISSN: 2945-0454
38
Volume 2, 2023
