Guidelines for the internationalization potential of

Business Networks

Marcella Contini, CNA Emilia Romagna

The creation process of business networks: the Go On methodology

• Go On is the methodology created (in the framework of the regional initiative “Distretti 2”, managed by Emilia Romagna Region and Aster in collaboration with the Innovation Centers, such as CNA Innovazione) by CNA Emilia Romagna as a tool to support business networks in their establishment and development process towards the attainment of common goals, in a highly dynamic environment.

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The Go On methodology

STAKEHOLDER• Companies• University• Research Centers• Economic and financial actors• Intermediaries

Go ON is at the core of a cognitive process generating organizational outputs business model. The methodology is provided to CITEK parnteship, with a specific integration on internationalization.

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Definition of Clusters

Clusters are defined as “geographic concentrations of inter-connected companies, specialised suppliers, service providers, economic actors, firms in related industries and associated institutions (f.e. universities, standards agencies and trade associations) in particular fields that compete but also co-operate”.

European Cluster Observatory

The network lifecycle - tools

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Network Program Manager

Manager who carries out the network program

Go ON is a methodology integrated in the process of setting up the networkGo ON

The Go On methodology

The principle is to guide (hence the “Go ON” methodology) the business aggregations with, through and towards a selected Network aimed at developing research and/or market

Phase 1 - Goals

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Goals Orienteering Network

Objectives

Scouting of potential innovative research projects within the cluster

Scouting of potential Stakeholders beneficial for the implementation of

the reference projects

Responsibility Participants

Certified Facilitators (CNA experts/intermediaires)

Companies of the cluster, companies working in other sectors,

Region, Banks, University and research centers, Chamber of Commerce, Aster, technical – scientific service Companies

Scouting systems/contexts/platforms for project development

Phase 1 - Goals

• Benchmarking tools (“More” for Distretti 2 on Innovation; “EASY” for Export Gate)• Routine of good facilitation (Guidelines for facilitation of the

knowledge/competences/need sharing)• Event format (Research Cocktails, Focus Groups, Workshops …)• Videos (C-plus, AlumNetwork, …)• Case Histories (Dico)

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The tools of the support KIT

Goals Orienteering Network

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1° Visit

2° Measurement

3° Comparison

4° Improvement

“If others like me can do it why I can’t? Why I can’t do better?”

Visit

Measurement

Comparison

Improvement

The Benchmarking Path

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AT THE SINGLE COMPANY’S LEVEL:INNOVATION PERSPECTIVES

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THE ANALYSIS OF CLUSTERS’ AND NETWORKS’ PERFORMANCE

Networking events

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Matchmaking between Public Research and Enterprises: The Research Cocktails

Phase 2 - Orienteering

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Objectives

Creation of a working group for the selected projects

Consolidating and sharing the Business Idea

Responsibility Participants

CNA FacilitatorsManagerial Tutor Involved Stakeholders

Evaluation of the Stakeholders and of their potential contribution to the

network

Goals Orienteering Network

Phase 2 - Orienteering

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The tools of the support KIT Benchmarking (“Lens” about the economic and financial aspects on Export Gate;

“Frame” about business processes on Distretti 2) Economic and financial feasibility of the Business Idea Project Management operative manual Event format (Speed Date, Focus Group, Gopp, Easw) Exchange of good practices and business visits Video (Fashion Contract 2, InnovaNet) Case History

Goals Orienteering Network

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Exchange and transfer of good practices: the methodology

• Interested enterprises can be involved in exchange

• 1 day for visit and comparison with an excellent enterprise

• ½ re-entry day to verify, with a specialized advisor, the possibility of applying the practices observed into action in one’s own reality

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Exchanges in Italy… example of a network of agrifood sector companies

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Exchanges visits: examples

Phase 3 - Network

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Objectives

Definition of the network operation (Business Model)

Selection of the stakeholders participating in the network

Definition of the network program and conclusion of the network contract

Responsibility Participants

CNA FacilitatorsNetwork Manager Participants in the network

Goals Orienteering Network

Phase 3 - Network

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The tools of the support KIT Benchmarking (“Passport” about the analysis of the internationalization potential

on Export Gate; “Networking” on Distretti 2) Guide for the network contracts/agreements drafting Profile of the network manager’s skills / Register of the CNA Network Managers Training and updating course for Network Managers Videos and Case Histories

Goals Orienteering Network

Internationalization potential development (WIDE MED Project “heritage”)

• Market orientation of businesses («Passport» benchmarking tool): internal markets; internationalization (target Countries identification; target specific

sectors).• Technical assistance on import/export (selection of the supporting stakeholders).• International partners identification (selection of the supporting stakeholders).• Support on international agreements drafting.• Definition of the Internationalization Plan for the Business Network (Business Plan,

GANTT, Strategic Plan). • Definition of the network manager and of the export manager.

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The Network Management Professional Tasks• Identifying and integrating network members.• Fostering exchange between network members (networking, socializing, trust building).• Strategy development for the network and innovation stimulating in the network.• Organizing events (e.g. seminars, conferences, study trips, info exchange, trade fairs).• Networking with stakeholders, lobbying.• Initiation, development and supervision of B2B co-operation projects.• Creating awareness of promoting cluster/network policy.• Support to co-operating projects between companies and R&D facilities.• Organizing/securing financing and funding.• Carrying out Public Relation and marketing activities.• Development and implementation of internationalization program of the network.• Initiation, development and supervision of international co-operation projects.

(the ideal profile of the network manager competences was created through several international projects development, such as the MED project WIDE, and the Central Europe projects ACCESS, I 3SME, C PLUS, …)

Grazie per la vostra attenzione!Merci pour votre attention!Thanks for your attention!

Marcella Contini contini@cnaemiliaromagna.it

www.cnaemiliaromagna.it