Go / No-Go decision
Go only if the fit is strong and obvious.
Strong cases consistently link success to strategic fit with call priorities. A good Go decision should be based on evidence that the project matches the programme logic, eligible action types, target beneficiaries, expected outputs, and implementation timeframe. If the team needs to over-explain why the project fits, or if major parts of the idea fall outside the call scope, the safer decision is usually No-Go.
Check if your team can handle the workload.
Time and resource constraints are a recurring reason SMEs struggle. The Go/No-Go decision should include a realistic assessment of proposal preparation, internal approvals, document collection, budget work, partner coordination, submission, and future reporting. If the same people who run the business must also prepare the application, define what will be deprioritised or who will provide support.
Decide if you need external expertise.
A capable consultant can reduce errors and improve compliance and quality. This decision should be made before the proposal architecture is fixed. External help is most useful for interpreting the call, structuring the project logic, validating eligibility, preparing the budget, and stress-testing feasibility. It is less effective if brought in only to rewrite a weak proposal at the end.
Think about cash-flow before you commit.
SMEs report stress from delays, VAT recovery, and the need for liquidity beyond the grant. Before saying Go, check whether the company can pre-finance costs, absorb payment delays, manage non-eligible costs, and cover co-financing without weakening normal operations. A financially attractive grant can still be risky if the reimbursement profile creates short-term liquidity pressure.
Avoid “nice-to-have” projects.
Strong lessons show that targeted, need-driven projects are safer than speculative ones. The project should solve a real operational, market, sustainability, digitalisation, or competitiveness need already recognised by the SME. If the activity would not be a priority without the grant, it may be difficult to demonstrate commitment, feasibility, and impact convincingly.
KONTURE / Contact Rural Tour EU adopted a disciplined Go/No-Go approach by applying only to funding schemes that clearly matched its operational needs, financial capacity, and strategic priorities, thereby reducing administrative burden and avoiding participation in high-risk or low-value opportunities.