presentation done by marta marse virdi

InnovationinDesigningClusterReinforcementInitiativesinCatalonia- 3examples

MartaMarséVidriProjectManagerofDiagnosticandForesightAreaObservatoryforIndustrialForesightDepartmentofInnovation,UniversitiesandEnterpriseGeneralitatdeCatalunya

1

Characteristics of innovative cluster projects in Catalonia

Bigger marketdimension

Cross-Sectoral scope

Cluster establishment (with privateleadership)

Professionalised management

Clusters are a tool for working with companies

Decreasing financing from the government

to the cluster

Initiatives are defined by

strategic andclient oriented

aspects

2

Catalonia was among the first regions worlwide to develop cluster initiatives

2001199719921980

Emilia-RomagnaToscana(industrial-districtsbasedpolicies)....

CatalunyaEuskadiScotlandChihuahuaArizonaMassachussets

NewZealandChristchurchSonomaCostaRicaMorocco

....

SwedenTurkeyLithuaniaBarcelona22@

AustriaJordanMéxicoCampecheSouthAfricaRhôneAlpes.... France

EstoniaDenmarkDominicanRepublicSloveniaUKMinasGerais (BR)...

1990 2003 2006

PakistanKazakhstanPoland….

ParaguayRioNegro(AR)….

2009

Aprox.over1.400Initiativesatworldlevel(USAID)

Over1.200clusterorganizationsatEuropeanlevel(source:ECO-EuropeanClusterObservatory)

Source: TCIclusterinitiativesdatabase,TCIresearchandpractice

Selected regionsandcountrieswithcluster-baseddevelopmentinitiatives

ILLUSTRATIVENOT EXHAUSTIVE

SCOPE:NATIONALREGIONALLOCAL-CITY

3

Over 15 years’ experience of microcluster reinforcement initiatives

Leather tanning(Osona)

Household Furniture(La Sénia)

Taps and valves(Baix LLobregat)

Cork Industry(Costa Brava)

Knitwear(Anoia)

Wine and Cava(Penedès)

üMicrocluster as the unit forcompetitiveness reinforcement atlocal government

üCluster mapping book

ü Creation of dedicated units foranalysis (OPI) andimplementation (ADC)

üCreation of specific tools (NON)enhancing strategic change

ü Governance by existing bodiesfrom the government and only ascatalyst

1993-2009

A wealth of experience

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Knitwear(Anoia)Wine and Cava

(Penedès)

So Why do we need changes in cluster policy?

§The initiatives were too small

§Results were basically non tangible

§Initiatives were not highly visible

§Initiatives were led by government agencies ratherthan private companies

§Lack of evaluation tools

§Industrial model updating

§Changes in European Cluster Policies: excellence,much bigger initiatives, and improvements instandards of profesional cluster managementorganisations

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Example1,client-oriented: Kids

cluster

Refocusing cluster initiatives in Catalonia: the cross-sectoral approach

FROM The“Microcluster”approach

TO Innovationininitiatives’scopeandfocus





Knitwear(Anoia)


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Example2: trendstrategy

Wellnessindustry

Refocusing cluster initiatives in Catalonia: the cross-sectoral approach







Knitwear(Anoia)


7

Example3:greenwavestrategyGreencar

Refocusing cluster initiatives in Catalonia: the cross-sectorial approach







Knitwear(Anoia)


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Mapping and Diagnose

Workshops

The Kids Cluster experience

Action PlanDefinition

Actions and cluster

development

2008 - 2010

Meetingwithcompanies

Associationestablishment

Meetingwithcompanies

Cluster manager

Daily web visits

Video networking meeting130 bilateral

meetings

Consensual kick-off of projects with participant companies

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KIDS CLUSTER MAIN FIGURES

Font: Elaboració pròpia segons empreses de producte propi i a partir de base de dades SABI Online. (1) 14 empreses sense facturació

Nº companies. % Comp.Turnover last year (M€) % Turn.

Food 12 6% 1.091 38%

Hygiene and Cosmetics 6 3% 634 22%

Toys 41 21% 322 11%

Children’s books 36 18% 272 10%

Childcare goods 12 6% 212 7%

Fashion and Accessories 21 11% 75 3%

School materials 8 4% 64 2%

Health 5 3% 32 1%

Furniture 9 5% 28 1%

Street furniture 3 2% 27 1%

Product licenses 3 2% 25 1%

Audiovisual 8 4% 22 1%

Services 20 10% 16 1%

Home textiles 5 3% 14 1%

Others 3 2% 6 0%

Child Arcade Games Machines 3 2% 5 0%

195 2.845 M €

Kids cluster main data

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Cluster visibility: www.kids-cluster.com

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Action Plan

CROSS ACTIONS

MASS CONSUMPTION

ENTERTAINMENT-EDU

Organisation of Thematic Conferences 1

Future consumption trends study3

Workgroup to develop digital platforms for education4

Joint development of new high added value products6

Creation of the Education Forum5

Joint creation of the child consumption panel (mass consumption) 8

Networking groups for the cluster / segments2

Setting up of the child panel for audiovisual products7

Joint actions with mass distribution9

Networking PromotionMarket knowledgeDevelopment of new productsApproach to customer-consumer

WE B

C L U S T E R

INDI V I DUAL STRAT. PROJECTS

Cluster Action Plan

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WHAT ARE THEY LIKE? HOW WILL THEY BE? WHAT WILL THEY NEED?

Childrens Future consumer trends study

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The Legal association was established in June 2010!!

Appointment of theCluster Manager inSeptember 2010

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Food

Eco – Bio

Cosmetics OTCAnd vitamin supplements

Electronic devices

Sport equipment

Spa’s equipmentWellness

Outdoor activities

Manual therapies

Sport Activities

Wellnesstourism

Body-Mind

courses

Wellness centres

The wellness industry cluster

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Distribution channels

ManufacturersSuppliers

VenueExperience place home and outside

OTC

Functional food

Eco-Bio food

Diet food

Cosmetics

Electro-aestheticmachines

NutricosmeticsNatural cosmetics Beauty centres

and clinics

Dermocosmetics

Sport centres

Wellness Centres

Event services

PerfumesHigienic products

EquipmentFacilitiesW

hole

sale

rs a

nd D

istri

buto

rs

Mass market

Specialised shops

Specialised retailerchains

Pharmacies

Multibrandshops

Online Shopping

Restaurants

Strategic segmentation

Esse

nces

and

raw

mat

eria

l sup

plie

rs

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Wellness industry Segmentsdata

TOTAL

TurnoverMillion Euro

Employees Companies

477

1.597

2.011

M 4.085 €

4.314

6.730

5.908

56

149

107

16.952 312

Sport and wellness centres

Beauty

Healthy Food

?+ + =

REA

DY

TO A

DA

PT

INC

OM

ING

IND

UST

RY O

F TH

E FU

TUR

E

Green car: Driving the modernisation of a mature cluster

ELECTRIC VEHICLE INDUSTRY

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CATEGORY CODE

Low impact-

Will need re-designing, likely change of technologies and/or materials

Millora tecnològica estratègica/ Innovació

Change the concept R+D

Mid and long term market shrinkingMillora tech/

diversificació/ reconversió

New, could be done by the current catalan industry Nous productes

New, could be done by means of attracting foreign companies

Atracció d’inversions

Types of impact

Source: Observatory for Industrial Foresight from Bax&Willems

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ExteriorGlass B

Bodywork and roof modules B

Exterior door and rear modules B

Front modules/bumpers A

Front module/radiator grilles- D

InteriorSeats A

Cockpit and instruments B

Door modulesand overhead systems B

Interiors A

Safety and comfort systemsDriver support B

Windscreen wipers and other safety elements B

Lighting B

Confort- HVAC C

Confort- Entreteniment* B

Motor i powertrainD

– Block & power D

Engine –Ignition and engine management systemsD

D

Transmission B

Confort- Entertinment* B

Engine and powertrainEngine-Feed D

– D

D

Cooling systems D

B

Exhaust D

ChassisStructural Elements B

Steering B

Axles B

Wheels, rims, hub caps B

Brakes C

Suspension B

Low/medium voltage wirings A

Capacities analysis

Engine

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Electronics for electric vehicleCentral computer system E

Power inversion and conversion E

Battery charging/discharging system E

High voltage wiring E

Energy storage systems

Battery pack F

Super condensers F

Complementary electricity systemsPhotovoltaics systems E

Energy recovery systems E

Sistemes de recuparació d’energia de les vibracions

Powertrain elèctricE

Electric Powertrain Electrical machines E

Oportunitats per nous entrants

Capacities analysis: new players

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Main conclusions and lessons learnt from the new approach

•All industries can be competitive with the right strategy and a distinctive strategy is the key

• The involvement of local agents is crucial to assure continuity

•The cluster is the tool not the goal to design competitiveness reinforcement initiatives

•Competitiveness (the goal) is a moving target that requires constant adaptation of policies

•Cluster policies are not static and should evolve and adapt to business model changes and tothe global environment

•Characteristics of the innovative cluster projects in Catalonia

Bigger market dimensionInitiatives are defined by strategic and client oriented aspectsCross-sectoral scope Cluster establishment (with private leadership) Professionalised managementDecreasing financing from the government to the clusterClusters are a tool for working with companies

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Thanks a lot for your attention!Marta Marsé Vidri

[email protected]

presentation done by marta marse virdi

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