managed to market products that are hard to commercialize (CO2 capture, user fee for water). Based on the above outcomes, our research leads to the following conclusions: • Of the surveyed organizations, 23% are hobby organizations, 15% must operate cost-efficiently and the other 52% must generate sufficient income to at least break even or make a profit in the short or longer term. A total of 25% of the surveyed organizations fail to achieve their financial objectives. • Of the surveyed organizations, 22% have worked on product innovations in the past years. Almost 24% of the organizations have plans to innovate in the coming years. Some of these organizations have experience with product innovations, others are first-time innovators. • Innovation-wise, the Dutch nature management sector is progressing in step with the rest of West Europe. 101 • Most innovations in the nature management sector yield a financial profit. Other innovations are aimed at building social support and acceptance. • This does not mean however that the sector can rest on its laurels. Subsidies are decreasing, costs are increasing and the future remains uncertain. This entails that the sector – like all sectors – must continue to reinforce its efficiency and innovative power. • Innovation could be promoted by removing regulatory barriers, resolving funding difficulties, aligning innovations with objectives, and enlarging the knowledge of the market (and market opportunities). • Cooperation between diverse parties (both inside and outside the sector, both public and private) would seem essential and also crucial to open up new opportunities. This calls for a joint effort from the entire sector (government, interest groups and organizations). Pagina 112
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