cluster management services - from a singular approach towards a service portfolio
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Business Services Offered by Cluster Organisation
Dr. Gerd Meier zu KöckerDirektoriit – Institute for Innovation and Technology
Kehl, 8. Januar 2016
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Cluster – Cluster Initiative – Cluster Management
© VDI/VDE-IT 03.05.2023
Framework conditions(e.g. infrastructure, regulation, work force, level of education, image, macro economy)
Cluster participants(business, research, public agencies)
Cluster management organization
3Source: Lämmer-Gamp, Meier zu Köcker, Christensen, Clusters are Individuals, 2011
Quality and Intensity of Business Services
Provided by the Cluster Managements Make the Difference
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Higher Intensity of Cooperation within Clusters
Leads to Higher Monetary Added-values
All actors Actors that cooperate more intensive than others
Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company
low similar high
low similar high
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Firms in Clusters Are Performing Better…..….. than the Sector-specific Average
Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company
Much better
Better
Similar
Slightly worse
Much worse
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Case study: Monetary added-value for SMEs in an Automotive cluster
Higher Intensity of Involvement Leads to Higher Monetary Added-values
EUR / p. a.
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Why?How?European ApproachRole of Cluster Policy
Herausforderung – Entwickeln Sie ein Servicespektrum für Ihre Clusterinitiative
Welche Schritte sind erforderlich ?
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Cluster Key Actors
SMEs
Large Enterprises
ResearchInstitutes
Service Providers
Universities
Education& Training
Clustermanagment
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Free Riders
Reactive Actors
Active Actors
Key Drivers
• Selfish• Non-cooperative
• Sleeping giants• Can be transform from
non-cooperative to cooperative actors
• Hidden Champions• Cooperative actors
• Pearls within cluster• Self-motivated
Composition of Cluster Actors
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Tool for Cluster Initiative Mapping
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Emerging Growth Maturity Tranformation
Time
Gra
de o
f net
wor
king
Data base
Other tools
Data From CoC
Actors analysis
ValueChain
Analysis
Networ-king
analysis
VisualRaod-
mapping
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Tool : Actor Analysis
Demand profile – Actor mapping – Actors analysis What are key objectives What competences, products, proccesses are already available Who is missing, what competences are missing Who can significantly contribute to cluster objectives Are strategic partners missing Is there a good balance between SME, global player and R&D institutions
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Tool: Networking Analysis
Networking analysis Who already cooperates with whom Which key actors / lead partnern have to be involved einbeziehen Who cooperated with partners in the region, but not involved in cluster
activities
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13
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Tool : Networking Analysis
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Tool : Value Chain Analysis
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The real case: networking analysis of B2B cooperation
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Tool: Value Chain Analysis
Regional coverage of Biogas value chain
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Tool: Value Chain Analysis
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Tool : Visual-Roadmapping-Methode
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Tool : Visual-Roadmapping-Methode
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Stag Hunt Game
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Vorteile für aktive Mitglieder und Free Riders von Cluster Initiativen
Cluster Initiativen mit Mitgliedsbeiträgen
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Clustermanagement Services in Abhängigkeit vom Vertrauen und Investitionsbereitschaft der Mitglieder
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Cluster Management Services Adapted to Level of Maturity
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Priority Setting for Business Services
Relevance of expectations
low moderate high
Very high
High
Moderate
Low
Very low
Leve
l of s
atisf
actio
n
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Supporting Cluster Managers to Design New Services for SME in Emerging Industries
Trend 4
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SWEEP-NET – The Real Case
• Young network
• Expectation of member unknown
• No tailor-made services offered
• No synergies gained
• Need to increase share of private
financing
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First Three Key Actions
Mapping of members
Grouping of members
Analysing expectation
s and demands
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Local authorities Regional goverments Private sector (service providers, technology providers, private consultants) International organisations / donors Non-Governmental Institutions Academia / educational institutes
Main Customers / Clients of SWEEP-Net
Mapping of members
Grouping of members
Analysing expectations and demands
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Group WorkingWhat are characteristic expectations of selected target groups?
Local authorities Regional goverments SME Global firms International organisations / donors Non-Governmental Institutions Academia / educational institutes
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Contribution to the fulfillment of political goals Demand oriented assistance Access to knowledge, information and key actors Capacity building Support in becoming prepared and eligible for entering international projects Project and financial management
Expectations of Governmental Authorities
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Access to knowledge, information and market trends Capacity building Generation of new business / matchmaking Support in increasing innovation capabilities Increased visibility Support in internationalization Improved visibility towards policy and administration Access to local markets
Expectations of Private Sector
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Fine Tuning of Cluster Actor‘s Expectations (I)
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Fine Tuning of Cluster Actor‘s Expectations (II)
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Added-values provided by the Cluster Management
Bundling regional competences of industry and academia Increased visibility Marketing, public relations Networking with internal or external partners and political lobbying Community building Stimulation of innovations processes between different actors Project fund acquisition and access to public support programmes Information and experience exchange between the cluster actors /
external Human resources / Recruiting Support regarding internationalisation Engaging in collaborative R&D development and transfer
3636
Contribution to the fulfillment of political goalsSWEEP NET can be used by governmental authorities as an active tool to fulfill political objectives.
Demand oriented assistanceDue to its knowledge, competence and international links, the SWEEP NET Secretary can actively
support governmental authorities in solving day-to-day issues as well as to support them to fulfill long term political objectives.
Access to knowledge, information and key actorsLocal authorities are interested in having easy access to knowledge, information and key actors.
SWEEP-NET Secretary can satisfy this demand by providing information and experience exchange, matchmaking etc
Capacity buildingIn the MENA region there is still are strong need for capacity building and international
experience exchange on all levels. Governmental authorities are interested in SWEEP NET Secretary to provide training schemes for capacity building
Turning Expectations into SynergiesGovernmental Authorities (I)
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Support in becoming prepared and eligible for entering international projectsEntering international projects or becoming eligible for getting funded is of increasing importance
for local authorities. SWEEP-Net Secretary can advice the candidate under which preconditions they are eligible to apply for funding or enter international projects.
Project and financial managementGovernmental authorities are often interested in joining international projects for various reasons.
However, they do not like to be bothered with administrative or project management issues. This can be covered by the SWEEP-NET Secretary
Turning Expectations into SynergiesGovernmental Authorities (II)
3838
Access to knowledge, information and market trendsThe private sector has issues in getting access to knowledge and relevant market trends. SWEEP-
NET can satisfy this demand by providing information and experience exchange, matchmaking etc. Capacity buildingIn the MENA region there is still are strong need for capacity building and international experience
exchange on all levels. Private Sector is interested in SWEEP NET to provide training schemes. Generation of new business / matchmakingBy entering SWEEP-NET private actors expect getting better access to relevant partner or potential
clients in order to generate new business. Innovation
SWM often asks for new solutions or the application of new technologies. Entering the SWEEP- NET community could facilitate the private actors to get in touch with the other partners to become more innovative or to match complementary competences.
Increased visibilityJoining the SWEEP NET could increase regional, national and international visibility of
private actors, especially those who are not known in the relevant markets.
Turning Expectations into SynergiesPrivate Sector (I)
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Support in internationalizationOften relevant markets in certain MENA-countries are limited and private sector actors are
interested in getting access to foreign markets. SWEEP-NET is expected by private actors to offer support in this respect.
Improved visibility towards policy and administrationPrivate actors often expect SWEET-NET to support them in getting access to decision makers from
policy and administration. This also often contain lobbying and advocating in favour for the private sector.
Turning Expectations into SynergiesPrivate Sector (II)
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• Clusters are Individuals
• Cluster Mapping
• Analysing the demand of cluster actors
• Creating synergies
• Developing a demand oriented services spectrum
LESSONS TO BE LEARNED IN THIS MODUL
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From Synergies to Demand Oriented Services for Public Sector
(1) Working Groups(2) Coaching „Good SWM Policy“(3) Networking, Matchmaking(4) AWARDs(5) Technical / Policy Papers(6) Access to Information(7) Advice Materplanning issues „Marakesh Declaration“(8) Accessing International Projects(9) Access to Key Actors(10) Access to External Workshops(11) SWEEP-Net Workshops
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Priorisation of Services for Public Sector Lo
w
mod
erat
e
hig
h
Vis
ibili
ty
Degree of difficulty / time needed for implementing
Difficult / long moderate easy / short
11
10
98
7
65
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2
1
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a. SWM-Benchmarkingb. Labelling „Green Location“c. Fitness Test „International Projects“d. Support in Getting Access to International Projectse. Cost / Benefit calculations SWMf. Tech-Transferg. Services to Increase Visibility of Companies h. Support in Internationalisation i. Training and education j. Services related to International Projects
From Synergies to Demand Oriented Services for Private Sector
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Low
m
oder
ate
hig
h
Impa
ct o
n re
cogn
ition
/ re
puta
tion
Degree of difficulty / velocity to implement
Difficult / slow moderate easy / fast
ji
h
g
a
b
d
f
e
c
Priorisation of Services for Private Sector
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Priorised Service Spectrum for Public Sector
(1) Working Groups(2) Coaching „Good SWM Policy“(3) Networking, Matchmaking(4) AWARDs(5) Technical / Policy Papers(6) Access to Information(7) Advice Materplanning issues „Marakesh Declaration“(8) Accessing International Projects(9) Access to Key Actors(10) Access to External Workshops(11) SWEEP-Net Workshops
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a. SWM-Benchmarkingb. Labelling „Green Location“c. Fitness Test „International Projects“d. Support in Getting Access to International Projectse. Cost / Benefit calculations SWMf. Tech-Transferg. Services to Increase Visibility of Companies h. Support in Internationalisation i. Training and education j. Services related to International Projects
Priorised Service Spectrum for Private Sector
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Internationalisation – The Ideal Case –
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Sources: gerber and Limmatdruck Zeiler
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Standard Service Spectrums Provided by Cluster Managers
2. Training and Qualification• Analysis of branch related educational requirements• Activities for qualification of company staff• Regular special events
- workshops and seminars- study trips for employees
Typical fields of activities of a cluster
management
1. Information and Communication• detailed database• frequent customer interviews• Internet/homepage• Newsletter• Supplier and service catalogue• Regular events, company tours
3. Internationalisation• Access to international events, congresses,
topics, customers and trends• Support of international co-operation• Support of companies during internationalisation• Set-up of network activities between comparable/
complementary international clusters• Attract foreign visits in the cluster
4. Initiating Co-operations• Initiation and support of co-operation projects• Establishment of contacts between potential
project partners• Co-operations with R&D, educational
institutions and special service provider• Set-up of special support providers• Facilitate higher innovativeness
5. Marketing and PR• Information and marketing materials• Generation of regional identity• National and international PR• Organisation of trade fairs, company visits,
presentations for major customers• Lobbying
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Competence Mapping als Grundlage für die Initiierung cross-sektoraler Kooperationen
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Cross-Sectorale Geschäftskontakte initiieren
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Cross-sektorale Kooperationen initiieren
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Special Interest Group
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Innovationsvoucher
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Eine Bewerbung – 60 Empfänger
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Evaluation / Kundenzufriedenheit
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The Ideal Service Portfolio of Cluster Managers to Promote Cross-cluster Cooperation
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From Internationalisation Towards International Strategic Partnerships
Sustainablestrategic
partnerships
Looking for external partners
Among cluster actors
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