treviso tecnologia information days montebelluna sportsystem cluster - italy ecolead project

Treviso TecnologiaInformation Days

Montebelluna Sportsystem Cluster - Italy

ECOLEAD project

Nova Gorica, 2005 Oct 06th

Roberto Santolamazza - director

Lombardy (6)•Furnishing - Brianza•Hosiery - Castelgoffredo•Textiles - Como•Engineering - Lecco•Metals - Lumezzane•Sealing systems -Sebino Bergamasco

Piedmont (2)•Textiles/ Clothing - Biella•Gold jewellery - Valenza Po

Tuscany (4)•Textiles - Prato•Marble - Carrara•Leather - S. Croce sull’Arno•Paper - Lucca

Marches (2)•Furnishing - Pesaro•Shoes - Fermo

Emilia Romagna (7)•Tiles - Sassuolo•Textiles - Carpi•Packaging - Bologna•Biomedical - Mirandola•Agricultural engineering•Food engineering•Hydraulics

NE Italy (12)•Chairs - Manzano•Furnishing - Livenza•Furnishing - Quartier del Piave•Glass - Murano•Shoes - Brenta•Sportswear - Montebelluna•Eyewear - Belluno•Textiles - Schio, Thiene, Valdagno•Leather - Arzignano•Engineering-

Inoxvalley•Engineering-

Schio, Thiene•Engineering - Montecchio

The Cluster is the development model strongly characterizing the economy over the last forty years mostly in North and Center Italy.

The Italian Sportsystem Cluster


– the governance of economic relationships based on social rules and traditions as well as on the strength of social ties among individuals within and across organizations;

– the strong mix of competition and cooperation among firms, where generally relationships have a long length;

– trust mechanisms as business enabler and empowerment

– a quite equal distribution of the power among district firms, with an important role played by third parties;

– the aggregation and spatial proximity as well as shared languages as elements able to support rapid information diffusion, facilitating knowledge sharing and innovation process

Key characteristics of this model of Local Productive System can be summarized as follows:


• Presence of several industrial areas aggregating

companies on relevant industrial sectors such as

textile and clothing, leather and shoes industry,

sportsytem products, wood and furniture,

electrical appliances, conditioning and industrial

refrigeration, eyewear…

• 40 industrial clusters are supported by the

Regional Government since 2003 (Regional

Law n.8):

–Bottom-up model: companies, local

development and technical institutions co-

operate on a voluntary basis

–Long term agreement among them for new

competitiveness

–Yearly, call for new clusters and projects

proposal

Veneto Region: a clustered economy

• Population: 4.527.694

• 7,9% of total Italian population

• n. of employees: 2.004.000

• about 9% of Italian employed population

• Veneto unemployment rate 3,4%

• Italian unemployment rate: 8,7%


Veneto Region: a clustered economy• Veneto is one of the strongest economic regions in Europe, with a gross domestic product

(GDP) estimated at 94.9 billion Euros : 9.1% of the national GDP• Second Region for number of companies (9% of Italy)• Second Region for export (36.4 billion Euros, 14.1 % of Italy)• Excellently established entrepreneurial capability• Plenty of SMEs (over 440.000) • Relevant economic diversification• Export – led regional development

–Footwear Cluster (2)

–Marble & Stone Cluster

–Classical Furniture Cluster

–Artistical Furniture Cluster

–Prosecco Cluster

–Eye-Wear Cluster

–Ceramics & Terracotta Cluster

–Mechatronics Cluster

–Sportsystem Cluster

–Mechanics & Subcontracting Cluster

–Logistic Cluster (2)

–Goldsmith Cluster

–Fruit & Vegetable Cluster

–Silversmith Cluster

–Tourist & Cultural Industry Cluster

–Shipbuilding Industry Cluster

–Rubber & Plastic Materials Cluster

–Spa Cluster

–Wood Furniture Cluster

–Biobuilding Cluster

–Tourist Industry Cluster

–Artistic & Cultural Heritage Cluster

–Refrigeration & Conditioning Cluster

–Wine Cluster

–IT & Advanced Technologies Cluster

–Fairground Equipment Cluster

–Food Service Equipment and Catering Cluster

–Dairy Industry Cluster

–Fashion Cluster (2)

–Tanning Cluster

–Packaging Cluster

–Fish Industry Cluster (2)

–Murano Artistic Glass Cluster

–Thermo Mechanics Cluster

–Graphic & Printing Cluste

–Veneto Nanotech

40 clusters

1684 companies

2135 companies

4283 companies

2781 companies

2392 companies

13275 companies


The whole North Eastern Italy and, more, the Treviso’s area experienced an huge and fast development passing from an agricultural to a manufacturing society focused on various businesses and largely labour intensive.

http://www.trevisosystem-online.com/tvsys/distretti/DistrettoTessile.asp

http://www.trevisosystem-online.com/tvsys/distretti/DistrettoMobile.asp

http://www.trevisosystem-online.com/tvsys/distretti/DistrettoInox.asp

http://www.trevisosystem-online.com/tvsys/distretti/DistrettoCalzaturaesport.asp

http://www.trevisosystem-online.com/tvsys/distretti/DistrettoOcchialeria.asp


A success story: keypoints

strategy technologymanagement people

Link to the territory

Relation with bigger player

Niche Market serving

Product diversification

New market orientation

Widening product range

Patenting & Branding

Manufacturing delocalization

Labour division

Supply Chain organization

Family run business

Business with Multinationals

Ancient tradition

Competences available

Design and NPI skills

Service oriented

Product diversification

Cross contamination

Product substitution

Technology stretching

Innovative materials

Flexible networks

Incremental innovation

Openness to new industries

Market orientation

Collaboration

Merge & acquisition

Technicians exchange

Process segmentation

Designer & stylists

SME’s Marketing

Professional services

Key facts and figures Treviso province and the Sportsystem Cluster

• 1° italian province in density of companies 95.000 (1 Vs 8 inhabitants)• 4° italian province in export 8.328 mln €• 3° italian province in trade balance 3.972 mln €

(half of Veneto’s total and 3 times italian average)

Ratio: 100€ imported Vs 191,2€ exported

(128,8 Veneto and 100,4 Italy)

• Sportsystem direct companies 428• Employees 9.000• Turnover 1.542 mln € • Export 1.300 mln € • Export/production 70%To be added to the second tier and connected companies (~ 1700

total)

Data 2004



0

100.000.000

200.000.000

300.000.000

400.000.000

500.000.000

600.000.000

Acces

sorie

s

Other

s

Socce

r

Cyclis

m

Leisu

re/F

ree

time

Apres

ski*

Mou

ntai

n

Mot

orbik

eSka

te

Runnin

g

Skiboo

t*

Safet

y

Snowbo

ard*

Telem

ark*

Tenn

is

2003 (€)

2004 (€)


GLOBAL EXPORT PERCENTAGES

COUNTRY EXPORT (avrg) EXPORT TURNOVER

Italy 26,7 € 361.183.571Germany 17,0 € 173.636.796France 9,3 € 112.024.579Spain 3,3 € 64.014.362Great Britain 3,8 € 36.886.679CSI 1,0 € 12.856.358Usa/Canada 7,7 € 120.735.270Japan 2,6 € 3.120.057China 0,2 € 31.486.729Others UE 11,9 € 149.219.202Others Extra UE 5,3 € 59.192.402Total € 1.124.356.006Not assigned € 199.302.929Grand Totale € 1.323.658.935Companies in the sample 92

0,0 5,0 10,0 15,0 20,0 25,0 30,0

Italy

Germany

France

Spain

Great Britain

CSI

Usa/Canada

Japan

China

Others UE

Others Extra UE

26,7

17,0

9,3

3,3

3,8

1,0

7,7

2,6

0,2

11,9

5,3

0,0 5,0 10,0 15,0 20,0 25,0 30,0

Italy

Germany

France

Spain

Great Britain

CSI

Usa/Canada

Japan

China

Others UE

Others Extra UE

Current situation: export


Current situation: delocalisation in 2004

Manufacturing phase Companies delocalising % on delocal.% on

category% on total

Accessories 5 2 2,1% 40,0% 0,5%Coupling 4 0 0,0% 0,0% 0,0%Assembling/Finishing 13 0 0,0% 0,0% 0,0%Shoe factory 155 81 83,5% 52,6% 21,0%Commercial 18 7 7,2% 38,9% 1,8%Punching 4 0 0,0% 0,0% 0,0%Shoe-lace factory 5 0 0,0% 0,0% 0,0%Machine production 10 0 0,0% 0,0% 0,0%Plastic Moulding 26 1 1,0% 3,8% 0,3%Mould maker 9 0 0,0% 0,0% 0,0%Style Design/Engin/Sourcing 28 1 1,0% 3,6% 0,3%Sole maker 5 1 1,0% 20,0% 0,3%Cutting 27 0 0,0% 0,0% 0,0%Upper maker 49 1 1,0% 2,0% 0,3%Others 28 3 3,1% 10,7% 0,8%total 386 97 25,1%

COMPANY DELOCALISING - PER PROCESS



COUNTRY 2003 2004 2003 2004Romania 75 66 41% 44%Croatia 13 7 7% 5%Ungaria 8 5 4% 3%Bulgaria 11 9 6% 6%Serbia 5 3 3% 2%Cech Republic 8 5 4% 3%Slovakia 7 7 4% 5%Other UE countries 5 3 3% 2%China 25 28 14% 19%Far East 21 14 11% 9%Other extra UE countries 4 2 2% 1%NS 1 0 1% 0%

TOTAL 183 149 100 100,0

Total % on total

0%5%

10%15%20%25%30%35%40%45%50%

Roman

ia

Croat

ia

Ungar

ia

Bulga

ria

Serbi

a

Cech

Repub

lic

Slova

kia

Oth

er U

E coun

tries

China

Far E

ast

Oth

er e

xtra

UE cou

ntrie

sNS

2003 2004



Manufacturing phases 2003 2004 2003 2004

Style/Design 1 8 0,6 4,4Engineering 2 10 1,2 5,5Punching/sewing 59 51 34,3 28,0Assemblying 33 29 19,2 15,9Moulding 16 16 9,3 8,8Whole product 61 68 35,5 37,4

Total 172 182 100,0 100,0

companies % on total

Manufacturing phases delocalised (%)

0,0

5,0

10,0

15,0

20,0

25,0

30,0

35,0

40,0

Style/Design Engineering Punching/sew ing Assemblying Moulding Whole product

2003

2004



% on whole production 2003 2004 2003 2004

< 25% 10 8 16,9 8,2> 25% - <50% 7 21 11,9 21,6> 50% - <75% 17 18 28,8 18,6> 75% 25 50 42,4 51,5total 59 97 100,0 100,0%average 58,7 70,0%

companies % on total

% production delocalised (%)

0,0

10,0

20,0

30,0

40,0

50,0

60,0

< 25% > 25% - <50% > 50% - <75% > 75%

2003

2004


Company ProductionTecnica-Dolomite-Nordica Sportshoes - apparel - accessories

Diadora-Invicta sportshoes - apparel - accessoriesGeox sportshoes - apparelAlpinestars sportshoes - apparelRossignol Lange sportshoes - accessoriesLotto Sport Italia sportshoes - apparel - accessoriesNovation VarieCalz. Skandia sportshoesGrisport sportshoesDavos StampaggioEverest Assemblaggiosportshoes S.C.A.R.P.A. sportshoesStonefly sportshoesCalz. Dal Bello sportshoesSiretessile AccoppiaturaIntreco apparelAdidas-Salomon sportshoes - apparel - accessories

Piva sportshoes - apparel - accessoriesSidi Sport sportshoesBieffebi sportshoes

brands

TOP 20 COMPANIES PER EMPLOYEES (excluded delocalised sites)

TECNICA, THINK PINK, DOLOMITE, NORDICA, ROLLERBLADE, LOWA, MARKER, TUBBS, NITRO, ELAN, VOLKL, DNR, CTD UPSTREAM, CETHIVER, ABLEINVICTA, DIADORA, DIADORA UTILITYGEOXALPINESTARSROSSIGNOL, LANGE, RISPORT, LOOK, LOTTO

SKANDIAGRISPORTDAVOS

SCARPA, HILLOCKSTONEFLY, IMPRONTEDAL BELLO, SPIN, DSM

CACAOADIDAS, SALOMON, TAYLORMADE, MAVIC, BONFIRE, ERIMA, ARC'TERYX

NORTHWAVESIDIBIEFFEBI

Current situation: key players

http://www.adidas.com/it/heritage/home.asp

http://www.adidas.com/it/heritage/home.asp?strCountry=it&strBrand=heritage

http://www.salomonsports.com/

http://www.markerusa.com/default.html


Organisation: Competences• Clusters show a full employment situation, with an high turnover and

inner mobility rates

• Learning procedures are basically internally managed (learning-by-

doing) and allow to technical workers to acquire fast a complete

knowledge on managing a specific production process autonomously

• Internationalisation is opening new scenarios for competences to be

exported setting up structured training programmes for workforce

• Professional services and competences for R&D and Style and

Design play a key role in the internationalised scenario for the cluster

being the main phases located in the Montebelluna area

• Strong collaboration with local university in Industrial Design and

institutions results a key to success in developing new talents


Organisation: Professional Communities – project eKM Dicamo

Il progetto eKM-DICAMO (e-Knowledge Management per il Distretto della Calzatura di Montebelluna) is aimed at• To facilitate aggregation and relationships between local

designers, consolidating their community an enhancing their outer visibility

• To implement a methodological model for a distributed knowledge management for a cluster on a pre-competition level

www.ekmdicamo.org


Organisation: Professional Communities – project eKM Dicamo

• Our on-field researches proofed still a lack of identity and clear boundaries for the designer’s competences, roles and contribution

• Major findings go from a sense of insulation and a mixed figure, covering design but also engineering, industrialisation and production issues to a low attention paid by the top management

• Main causes– High fragmentation of the local designers’ community and lack of

opportunities to meet up and discuss precompetition themes– Low official (national/international) visibility and endorsment– Lack of a shared system to rule and qualify competences needed

to define the professional profile of a designer– Few direct collaborations and projects with research institutes,

universities and public institutions– Industrial model basically focused on manufacturing side


Organisation: Professional Communities – project eKM DicamoAchievements

Offline activities Online activities• 3 international conferences about

relevant topics with national and european speeches

• 7 vespertine about topics as e.g. nanotechnologies, innovative materials, multimedia technologies for design, marketing and consumer trends, focus group, etc.

• 2 on field researches– Design as key to enterprises’

competitiveness – The professional and competence

profile for a designer

• 1 Design Concourse for young designer about a new relationship among foot and land (Between)

• more than 130 subscribers

• 20-40 login/day average (national and international)

• 1 distributed content management workgroup of young graduated, professional and university researchers

• 250 digital articles

• more than 30 multimedia contribution– > 15 newsletter– 8 multimedia interviews

of local designers– 6 case histories


Findings and results

• Awareness of the own professionalism and identity (with a specific new local association TrevisoDesigners)

• Relevant interest and increased committment within the enterprises and institutions for the capabilities in design as startegic key to a renewed competitiveness and to the innovation processes (governance’s new player)

• Facilitation in the knowledge sharing process among experts, professionals and young graduates in Design – ClaDis (community as a bridge among university and professional sphere)

• Domain enlargement with close and collaborative networks/clusters interested in design and creativity (Wood & Furniture, Eyewear, Mechanics and Mecatronics) present in theVeneto area

SMEs are late on large enterprises?

• Large enterprises and multinationals have a sound usage of ICT finalised to– Internal processes optimization (effectiveness) and

efficiency

– Internal knowledge assets valorisation and sharing within the organization

• SME have up to now used ICT on specific segments leaning on the local relationships network to better manage productive processes and to innovate their own business

Evolutionary trends for clusters

Clusters as local manufacturing systems of SMEs have developed an important set of specialized competencies and knowledge assets, based on the productive processes and social dynamics

rooted on the local area

Globalization

Opportunities to exploit and share knowledge on a global scale, beyond the local context (open innovation processes)

Network technologies

Potentialities in terms of information

management and online interaction to redesign internal processes and

B2B relationships


Cluster internationalization

• Commercial internationalization– local firms are not only able to sell abroad directly

(export), but they are investing to create their own sales networks in the global markets. Through these strategies they promote a more stable presence abroad;

• Manufacturing internationalization– productive processes traditionally managed at the

local level are now carried out also by suppliers located in other countries. Opposite to large corporations, SMEs do not only directly invest abroad (FDI), but they are also interested in promoting or exploiting local networks of suppliers in foreign countries


ICT adoption in Italian industrial districts

7,9

11,6

36,3

99,3

78,0

74,0

66,4

62,7

19,7

12,0

87,1

0 10 20 30 40 50 60 70 80 90 100

e-mail

Web site

Mobile communication

Corporate Banking

Broad Band

isdn

Erp

groupware

Edi

Videoconferencing

e-commerce

Source: TeDIS Survey 2004 (45 industrial districts)


Patterns of ICT adoption

According to a recent TeDIS survey realised within Veneto region, the paths of ICT adoption within clusters are characterized by:

– Consistency with firm’s strategy (selection of the ICT solutions the most coherent with firm’s competitive model)

– Incremental innovation in ICT investments

– Bottom-up approach, without a “master mind” able to coordinate the cluster digitalization process



• Cluster internationalisation is modifying the commercial and supply relationship’s network and geography balancing differently local and global components

• Network technologies allow to manage communication processes, interaction and distance commercial exchanges

Virtual cluster as a group of firms (SMEs)

vertically linked and operating in the same

specified supply chains that leverage network

technologies to manage manufacturing and

commercial processes and activities at distance

Relevance of information services

Relevance of technology services

HighLow

Low

High

• Textilebusiness.it

•E-opti.com

•Tilesquare

• Acrib.it

•Leccomech

Platform for Technology services

Virtual clustersVertical communities

Specialized Information

portal

•MeccanicaUtile.com

• Wood industry cluster

•Bravobuild

•Steeltrading

•Tool cluster

• InteRegioNet



Relevance to Ecolead Project

New challenges of internationalization and network technologies led to cope with three main

strategic issues for our clusters for the time being:

• Growth: as a strategic answer to the need to be global

• Innovation: as a key factor in a mid-long term planning

• Governance: as a way to be more effective and efficient in managing an internationalised

business

81,30%

58,20%

57,50%

54,50%

44,30%

36,70%

27,30%

0,00% 10,00% 20,00% 30,00% 40,00% 50,00% 60,00% 70,00% 80,00% 90,00%

to reduce cost/elevate margin

shareholder/company culture

foreign market issue

to survive

domestic market issue

diversification

to increment family assets



Growth: why?

Source: McKinsey research – 2005 on 90 significant Veneto’s companies



Growth: how?

Source: McKinsey research – 2005 on 90 significant Veneto’s companies

89,50%

83,50%

72,90%

63,10%

59,50%

58,90%

50,70%

42,40%

12,90%

12,10%

0,00% 10,00%20,00%30,00%40,00%50,00%60,00%70,00%80,00%90,00%

innovating product and services

acquiring new customers

widening business on current markets

expanding to new geographies

empowering current customers

widening shares control

joint ventures/alliances

diversification

merge

minor acquisition

External leverage



Three model for growth in a internationalised cluster

• Cooperation in support functions: administration, payroll, legal

and ICT services - no share of industrial projects

• Cooperation in operational function: purchasing, plant and

equiment exploitation, optimization of logistic services or selling

networks - share of some industrial nproject

• Cooperation in strategic function: marketing and R&D - share

of mid term industrial project


Relevance to Ecolead Project: traditional cluster as operational integration

BE

VO

project

PVC

team

Fo

cu

sin

g b

us

ine

ss

op

po

rtu

nit

y

• BE

– In a traditional manufacturing cluster consists of a strong link with the territory, its history and tradition, capabilities and competencies

– Low diffused management skills

– Family run businesses

• VO – support functions

– It’s a vertically integrated network, led by a major player (e.g. shoe factory), focused on some support on process development and ongoing operations for extreme flexibility. Competition and strong individualism did not allow any business/VO among competitors but not core activity

• Project – VO operational functions

– A specific declination (product or a family of similar products) within the vertical integration in SCM

• PVC/Team

– Fragmented competencies in the territory aggregated by each VO

– High mobility of key resources between competitors\

SCM driven organization

The Cluster business model

• Industrial product with a

large craftmade

component

• Several leaders with own

production networks

(stable/unstable)

• Many companies belong

simultaneously to many

logistical-productive

networks with different

standards

Competitive Cluster

Market


Relevance to Ecolead Project: trends driver to a virtual organization

BE

VO

project

PVC

team

Fo

cu

sin

g b

us

ine

ss

op

po

rtu

nit

y

• BE

– link with the territory = branding, style/design, competencies on core processes

– Openness = external inputs and trends, export of technologies/manufacturing

– Technological innovation as key competitive factor

• VO

– Distributed network, still led by a major player (e.g. shoe factory) and shared with strategic partners

– Strategic issues (new sourcing/outlet markets, manufacturing organization etc) are shared in wide project for common internationalization

– Common research project (eg innovative materials)

• Project

– A specific declination within the vertical integration in a extended/not geographically defined SCM

• PVC/Team

– Awareness and identity of new professionalities, especially on R&D, Design and Style

– Relevance of IPR issue and exploitation

– Emerging professional services

internationalisation Network technologies

Driver to a virtual organization

treviso tecnologia information days montebelluna sportsystem cluster - italy ecolead project

Documents

italian unemployment

shoes industry

total italian populationn

industrial refrigeration

development model

italysecond region

relevant industrial

eyewear40 industrial