Handbook-for-Cluster-Optimization.pdf

2CE132P1 - CNCB

Handbook for ClusterOptimisation

Output 4.3.3Edited by Marcin Jab???ski, Lilla Knop and S?awomir Olko

January 2013

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Index

EXECUTIVE SUMMARY ..................................................................................................................................... 3

1 INTRODUCTION ....................................................................................................................................... 4

2 METHODOLOGY ...................................................................................................................................... 5

3 ONLINE SURVEY & INTERVIEWS .............................................................................................................. 8

3.1 ONLINE SURVEY ....................................................................................................................................... 83.2 IN-DEPTH INTERVIEWS WITH THE CLUSTERS ................................................................................................... 18

4 EVALUATION OF SURVEY & INTERVIEWS .............................................................................................. 21

5 CROSS-EVALUATION.............................................................................................................................. 22

5.1 METHODOLOGICAL FUNDAMENTS .............................................................................................................. 225.2 CROSSTABS AND CORRESPONDENCE MAPS .................................................................................................... 22

6 THEORETICAL BACKGROUND & BEST PRACTICE EXAMPLES OF CLUSTERS OPTIMISATION .................... 36

6.1 ORGANIZATION & STRUCTURE .................................................................................................................. 366.2 PRODUCTS & SERVICES ........................................................................................................................... 396.3 STRATEGY & PLANNING ........................................................................................................................... 466.4 HUMAN RESOURCES ISSUES / SKILLS & QUALIFICATION ................................................................................... 496.5 FINANCE & FUNDING .............................................................................................................................. 52

7 DESCRIPTION OF PILOT CLUSTERS & OPTIMISATION PLANS .................................................................. 56

7.1 OPTIMISATION PLAN FOR PILOT CLUSTER TOURISM CLUSTER SMOLENICE SLOVAKIA ......................................... 647.1.1 Introduction ............................................................................................................................. 647.1.2 Organization & Structure .......................................................................................................... 667.1.3 Best Practice: Structure & Organisation .................................................................................... 677.1.4 Products & Services .................................................................................................................. 687.1.5 Strategy & Planning ................................................................................................................. 717.1.6 Human Resources Issues / Skills & Qualification ........................................................................ 727.1.7 Finance & Funding.................................................................................................................... 727.1.8 Conclusions .............................................................................................................................. 737.1.9 Schedule for optimisation plan ................................................................................................. 74

7.2 OPTIMISATION PLAN FOR EURO-CENTRUM CLUSTER OF ENERGY SAVING TECHNOLOGIES POLAND .......................... 757.2.1 Introduction ............................................................................................................................. 757.2.2 Organization & Structure .......................................................................................................... 757.2.3 Products & Services .................................................................................................................. 797.2.4 Strategy & Planning ................................................................................................................. 817.2.5 Human Resources Issues / Skills & Qualification ........................................................................ 817.2.6 Finance & Funding.................................................................................................................... 827.2.7 Conclusions .............................................................................................................................. 83

7.3 OPTIMISATION PLAN FOR CLUSTER BIOTECHNOLOGY INNOVATION BASE HUNGARY ............................................. 837.3.1 Introduction ............................................................................................................................. 837.3.2 Organization & Structure .......................................................................................................... 847.3.3 Products & Services .................................................................................................................. 857.3.4 Conclusions .............................................................................................................................. 86

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8 DESCRIPTION OF IMPLEMENTATION ..................................................................................................... 89

8.1 EURO-CENTRUM CLUSTER OF ENERGY SAVING TECHNOLOGIES.......................................................................... 898.2 BIOTECHNOLOGY INNOVATION BASE CLUSTER ............................................................................................... 978.3 TOURISM CLUSTER SMOLENICE TCS ......................................................................................................... 106

CONCLUSIONS .............................................................................................................................................. 111

REFERENCES ................................................................................................................................................. 112

APPENDIX 1 STRUCTURE OF THE IN-DEPTH INTERVIEW ............................................................................... 113

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Executive summaryThis handbook is one of the core outputs from the CNCB project (Cluster and NetworkCooperation for Business Success in Central Europe). One of the most important fields in theproject was cluster optimisation Work Package 4 - dealing with the cluster optimizationand based on a detailed analysis of cluster organizations needs. Its strategic focus was tofoster internal improvements in clusters for enhanced external performance. The partnerresponsible for this action is Aviation Valley Association aviation cluster located in South-western Poland.

Main goal of this handbook is to summarise the most important findings and data that theproject consortium was able to gather during the project in the field of cluster managementqualification. Chapter 2 presents the methodology of cluster optimisation based on theinformation gathered in the process of direct research. Chapters 3 and 4 refers to theoutcomes of the research: on-line surveys and direct interviews. Chapter 5 presents thecross-evaluation of the qualitative research and correspondence between outcomes ofdifferent parts of the survey. In chapter 6 the theoretical background of the clusteroptimisation has been presented, this chapter is mainly based on the evidences form theclusters participated in the project. In this chapter some best practices refers to the:organization and structure, product and services, strategy and planning, human resourcesissues - skills and qualification, finance and funding. Chapter 7 presents the optimisationplans of three clusters involved in the CNCB project and finally chapter 8 contains finalconclusions summarizing the effects of the optimisation in the clusters.

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1 INTRODUCTIONThe current elaborated handbook represents one of the core outputs of the CNCB Clusterand Network Co-operation for Business Success in Central Europe project following thespecific objectives to develop transnational instruments to support cluster development interms of cluster management, cluster optimisation and cluster internationalisation.

Generally the CNCB project focuses on continuous development of cluster initiatives inCentral Europe, concretely in the partner regions of Austria, Czech Republic, Hungary, Italy,Poland, Slovakia and Slovenia represented by 10 partners.

The partners involved in the CNCB project have recognised the strategic goal of clusters inthe economic development of their regions but on the other side they have also noted thatthere are still unused potentials of innovation in clusters that can contribute to enhancedgrowth and competitiveness in the regions. The fields with these potentials are thestandardisation of cluster management, optimisation of clusters with developmentprospects as well as internationalisation of clusters that have a stable good performance.

The handbook for cluster optimisation will contribute to the specific objectives by focusingon existing clusters that have development potentials or suffer from weakening factors.Three clusters will be selected on the basis of a cluster analysis. With the help of an expertgroup, the cluster will receive support from the partners in developing and implementing anaction plan and strategy to optimise its activities, processes and/or performance that willhelp to better position itself on the market. Furthermore European good practice cases witha proven success will be worked up for an additional learning support for five identifiedcrucial categories of cluster development like organisation & structure, products & services,strategy & planning, human resources development / skills & qualification, finance &funding.

CNCB bases on the manifold experience and knowledge of the partners in the field ofinnovation and particularly in cluster development. Additionally the project is based onlessons learnt generated by past successful projects as e.g. REGINS, INCLUDE, CLOE CLOEClusters linked over Europe, CEE Cluster Network and European initiatives like e.g. PRO InnoEurope, EUROPE INNOVA, European Cluster Observatory, European Cluster CollaborationPlatform.

Furthermore CNCB regards to and incorporates all relevant EU cluster policies and strategieswhere the contribution of clusters for an on-going sustainable development of economicgrowth, employment respectively improving of competitiveness is demonstrated, evidencedand proven.

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2 METHODOLOGYGenerally, the subject of the research was to develop action optimise plans of selected clustersand evaluation of the implementation of these plans. As a result of the research process, thedescription of cluster optimisation included the following areas:

? Organization & Structure? Products & Services? Strategy & Planning? Human Resources Issues / Skills & Qualification? Finance & Funding

Comparative analyses and construction of good practices were based on research with aninternational scope as the level of cluster development. The methodology of clusteroptimisation included: identifying cluster for optimisation, gathering data, planning andexecuting optimisation activities and in the end evaluation all activities.The fulfilment of goals and verification of the hypotheses required the application of anappropriate research method and diverse research tools. The determination of the role ofqualitative and quantitative studies was of key importance. From the point of view of thesubject and object of the research, focus on qualitative methods was justified, as they willmake it possible to recognize to problem to an extent that will allow for looking forquestions and answers in the quantitative approach. Conducting qualitative research, justlike in the case qualitative research, requires compliance with appropriate discipline,therefore, basic research methods which will be used during the research include:? literature analyses, including bibliometric analyses,? desk research - analysis of documentation and reports on the research, including

quantitative research connected with cluster functioning,? qualitative research case studies and best practices for clusters,? benchmarking comparative analyses of 3 clusters according to defined criteria:

before optimisation, optimisation plan and optimisation effects.Basic techniques used for research include:? a review of scientific publications and evaluation of scientific achievements in the

subject of research,? categorized interviews with key actors of clusters (leaders, coordinators, animators,

internal and external experts etc.),? participation in focused group interviews for clusters organized in PPs,

To ensure reliability and accuracy of research methods and techniques, the followingapproaches will be used:

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? data source triangulation - the analysis included both legacy data and elicited data(both literature sources and available research as well as research acquired inqualitative and quantitative research for the purposes of this study),

? triangulation of research methods - various research methods were combined forcomprehensive concept depiction and preparation,

? researcher triangulation - conducting research by various researchers from theresearch team,

? theory triangulation - using numerous theoretical concepts aimed at accounting forthe phenomena under analysis.

The research consisted of the following 3 stages:1. First stage of the survey quick check of about 30 clusters from all partner regions

? Each PP proposes up to 3 clusters for surveys,? Proposed clusters had to formally agree to take part in the survey and declared their

readiness to be optimised, if were selected in the process,? Quick check questionnaire: general and simplified, form of statement covering

several fields of key cluster activities,? Respondents (cluster managers and key cluster company representatives min. 2

questionnaire per cluster completed) were asked to evaluate the cluster strengths inparticular fields, measured on a five-degree scale:

1very low

2low

3medium

4high

5very high

- questionnaires were distributed by e-mail or available on-line on the projectswebsite.

- Quick check questionnaire evaluation:? Data collection by PPs from all respective regions,? Transferring data to WP4 Lead and PP3, responsible for evaluation,? Initial ranking of candidates cluster for optimisation, based on scores

from questionnaires: very high scored clusters do not need to be optimised, but they can

become benchmarks for the clusters chosen for optimisation process, clusters with bad/ not adequate performance do not qualify for selection, clusters with better that average overall performance but with some

weaknesses in certain fields should be considered as proper candidatesfor optimisation,

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o Recommendation of relevant candidates for optimisation prepared by WP4expert group and accepted by PPs

2. Second stage in-depth survey of initially selected candidate clusters? The more detailed in-depth questionnaire prepared by PP3, in cooperation with LP

and WP4 Lead? Survey were conducted in a form of an interview with cluster management and

cluster members by PPs with the respective regions of selected candidates.? In-depth questionnaire evaluation:? Data collection by PPs from all respective regions? Transferring data to WP4 Lead and PP3, responsible for evaluation? Evaluation presented by PP3 to all PPs and WP4 Expert Group? Recommendation of relevant clusters for optimisation by WP4 expert group

3. Third stage - selection of 3 clusters for optimisation, voted formally by all PPs.- The following clusters have been sellected for optimisation within the project:1. Biotechnology Innovation Base (BIB) Cluster, Hungary2. Euro-Centrum Cluster of Energy Saving Technologies, Poland3. Tourism Cluster Smolenice, Slovakia- Opyimisation plan and evaluation were prepared in following areas:? Organization & Structure? Products & Services? Strategy & Planning? Human Resources Issues / Skills & Qualification? Finance & Funding

- Comparative analysis: before optimisation, optimisation plan and optimisationeffects,

- Recomendiation.

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3 ONLINE SURVEY & INTERVIEWSThis chapter summarizes the outputs from the survey conducted within the CNCB projectand further comments on the obtained results. The survey took place from April till June2011 and it consisted of two parts. The data in the first part were gathered via onlinequestionnaire survey that was followed by the second part of the survey - personalinterviews. Presented results are focused only on the WP4-Cluster optimisation part of thesurvey.

3.1 Online surveyIn the first part of the survey, the total of 96 clusters from 275 addressed clusters took partin. This means nearly 35% rate of return. For an online survey this is quite a reasonablenumber. The most of responded clusters were from Hungary (25), Italy (17) and Poland (17),followed up by Czech Republic (14), Slovakia (10), Austria (9) and Slovenia (3) and Lithuania(1).

Figure 1 Location of the clusters

The focus of these clusters was quite wide but the main areas were ICT Industries & services(17,7%), Biotech Pharma & Cosmetics (10%) and Tourism and Cultural Heritage (10%). Otherareas like Automotive Transport Logistics, Food and Agro Industries, Environment, IntelligentEnergy, Sustainable construction, Textile and many more had less than 4%.

The size of the clusters according to cluster members was variable also. Most of the clusters(44) were small with no more than 25 members, followed up by 26-50 members (22), 51-100members (14), 101-250 members (13) and even few biggest clusters with more than 250members (3).

9%

15%

26%18%

1%

18%

10%3%

Austria

Czech Republic

Hungary

Italy

Lithuania

Poland

Slovakia

Slovenia

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Figure 2 Size of the cluster

The following table presents the main technological/industrial area of the invastigatedclusters. For the optimisation of the cluster the present sector of activity and future sectorand technology is main base for planning cluster activities.

Table 1 In which technological/industrial area are the cluster actors mainly active?

Frequency Valid Percent

Valid

Automotive Transport Logistics 4 4,2Biotech Pharma & Cosmetics 10 10,4Creative Industries 4 4,2Environment 3 3,1Food and Agro Industries 4 4,2Healthcare 1 1,0ICT Industries & services 17 17,7Intelligent Energy 4 4,2Nano and Microtechnology 1 1,0Other (please fill in the box below) 30 31,3Services and Retail 1 1,0Space and Aerospace 1 1,0Sustainable construction 3 3,1Textile 3 3,1Tourism and Cultural Heritage 10 10,4Total 96 100,0

According to the questionnaire most cluster actors are mainly active in ICT Industries &services (17,7%), then in Biotech Pharma & Cosmetics (10,4%) and in Tourism and CulturalHeritage industrial area (10,4%).

46%

23%

15%

13%3%

Less than 25 members

26- 50 members

51- 100 members

101-250

More than 250 members

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31,3 % of the respondents are interested in other industrial areas.

The following figures describe the aspects of cluster optimization and internationalisation.

The results of question of Do you think your cluster needs to be optimised? provide the

following information.

Table 2 Do you think your cluster needs to be optimized?

Frequency Percent Valid Percent CumulativePercent

Valid

Not really 8 8,3 8,3 8,3Our cluster is strong in mostfields, but we are interested inimproving some areas

44 45,8 45,8 54,2

Optimisation is needed in mostfields and/or activities 44 45,8 45,8 100,0

Total 96 100,0 100,0

Table 3 Our cluster has an elaborated internationalisation strategy

Frequency Percent Valid PercentCumulativePercent

Valid Strongly agree 6 6,3 6,3 6,3

Mostly agree 35 36,5 36,8 43,2Mostly disagree 35 36,5 36,8 80,0

Strongly disagree 19 19,8 20,0 100,0Total 95 99,0 100,0

Missing System 1 1,0

Total 96 100,0

Only 8 respondents on 96 said that the cluster does not need to be optimised. The most ofthe respondents agreed that the cluster need improvement in some areas (in 44 clusters) oroptimisation is needed in most fields/activities (also in 44 clusters).

Cluster strategy

On the following tables we can see the statistics of yes-no answers about the availability ofindicators regarding cluster strategy in general and planning policy

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Table 4 Please declare whether the following indicators are available in your cluster

Clusterstrategy:

written clusterstrategy guide

Cluster strategy:annual action andimpelmentation

plan

Cluster strategy:committed membershipregistration for cluster

partners

Cluster strategy:cluster brandingpolicy and rules

NValid 93 93 94 92Missing 3 3 2 4

Mean 1,35 1,24 1,13 1,43Median 1,00 1,00 1,00 1,00Mode 1 1 1 1Std. Deviation 0,481 0,427 0,335 0,498Variance 0,231 0,183 0,113 0,248As the variable was defined on an nominal scale, the most important statistical indicator isthe mode in the fifth line. The mode shows the most frequent answer in the database, wichis the "Yes" by all questions.

On the next table we can see the distribution of the answers regarding cluster strategy.

Table 5 Cluster strategy

written clusterstrategy guide

(%)

annual action andimpelmentation

plan (%)

committedmembership

registration for clusterpartners (%)

clusterbranding

policy andrules (%)

Validyes 62,5 74,0 85,4 54,2no 34,4 22,9 12,5 41,7Total 96,9 96,9 97,9 95,8

Missing System 3,1 3,1 2,1 4,2Total 100,0 100,0 100,0 100,0Finally we represented the content of the table above with pie charts:

Figure 3 Cluster strategy

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Cluster management

The simmilar analysis have been done with indicators of cluster management. The questionsregards the exisence of steering advisory boards, key account manament and the itsactivities. The results are presented in the following table.

Table 6 Cluster management

Clustermanagement:steeringadvisory board

Clustermanagement: keyaccountmanagement

Cluster management:development oforganizational newtopics

Clustermanagement:periodic strategicworkshops

Clustermanagement:annual clusterperformancesevaluation

N Valid 89 87 86 88 91Missing 7 9 10 8 5Mean 1,27 1,48 1,38 1,23 1,34Median 1,00 1,00 1,00 1,00 1,00Mode 1 1 1 1 1Std. Deviation ,446 0,503 0,489 0,421 0,477Variance 0,199 0,253 0,239 0,178 0,227

You can see that the typical answer was "Yes" by all questions. In the followings we show thedistributions of the answers and the charts:

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Table 7 Cluster management

steeringadvisory

board (%)

key accountmanagement (%)

development oforganizational new

topics (%)

periodicstrategic

workshops (%)

annual clusterperformancesevaluation (%)

Validyes 67,7 46,9 55,2 70,8 62,5no 25,0 43,8 34,4 20,8 32,3Total 92,7 90,6 89,6 91,7 94,8

Missing System 7,3 9,4 10,4 8,3 5,2Total 100,0 100,0 100,0 100,0 100,0

Figure 4 Cluster management

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Cluster activities

The essence of cluster optimisation is the rationalisation of cluster activities correspondingto cluster members needs. These activities in the survey were ralated to communicationwitihin the cluster, developing qualification and supporting cooperation between membersof the cluster.

In this section of the survey we asked to rank the importance of the followingfactors/activities by the improvment for the cluster development / performance.

In the next five subsection You can see the results of five groups of factors. By all groups thetask was to rate the importance from 1 to 5 (1-very low, 2-low, 3-medium, 4-high, 5-veryhigh).

On the pie charts we always marked the mode of the sample with exposure.

Information & Communication of the cluster

Table 8 Information & Communication

Current clusteractivities: Information &

Communication - Infoand communication

common services

Current clusteractivities: Information

& Communication -Webpage

Current clusteractivities:

Information &Communicatio

n - Intranet


Information &Communication -

Newsletter


Information &Communication -

Direct mailingsystem

N Valid 91 93 78 83 80Missing 5 3 18 13 16

Mean 3,95 4,09 2,92 3,16 3,60Median 4,00 4,00 3,00 3,00 4,00Mode 5 5 1a 3 5Std. Deviation 1,149 1,049 1,412 1,339 1,365Variance 1,319 1,101 1,994 1,792 1,863a. Multiple modes exist. The smallest value is shown

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Table 9 Matchmaking services and tools

Frequency PercentValid very low 6 6,3

low 14 14,6medium 8 8,3high 22 22,9very high 28 29,2Total 78 81,3

Missing System 18 18,8Total 96 100,0

Table 10 Exchange of experience practices




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Table 11 Training and education




Table 12 Expert meetings




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Table 13 Events / workshops




Cooperation

Table 14 Nature of cooperation

Current clusteractivities: Cooperation- Own cluster fundingprograms(membership fee,projects, etc.)

Current clusteractivities:Cooperation -Involvement of thirdparty funding

Current clusteractivities: Cooperation- Technologydevelopment withoutrecourse to funding

Current clusteractivities:Cooperation -Consulting/coaching

Current clusteractivities:Cooperation -Common databases

N Valid 88 78 75 78 80Missing 8 18 21 18 16

Mean 4,03 3,60 3,49 3,54 3,50Median 5,00 4,00 4,00 4,00 3,50Mode 5 4 5 3 3Std. Deviation 1,317 1,342 1,389 1,136 1,243Variance 1,734 1,801 1,929 1,291 1,544

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Table 15 Own cluster funding programs (membership fee, projects, etc.)

Frequency Percent

Valid very low 7 7,3

low 8 8,3

medium 8 8,3

high 17 17,7

very high 48 50,0

Total 88 91,7

Missing System 8 8,3

Total 96 100,0

3.2 In-depth interviews with the clustersOn the base of on-line survey the 21 clusters have been selected for in-depth personalinterview presented in table 16. The interview has a qualitative character respondentswere free to answer for the open questions, list of questions is presented in appendix 1. Thetable presents the selection of clusters for in-depth interview by countries.

Table 16 Clusters selected for WP4 in-depth survey by CNCB project partners (by countries)

Poland

1. Euro Centrum Cluster of Energy Saving Technologies2. Nutribiomed3. Pomeranian IT Cluster4. Wschodni Klaster Informatyczny5. Building Cluster

Slovakia

6. Balnea Cluster7. BITERAP (IT services)8. Cluster Smolenice

Italy

9. Distretto Aerospazio (aerospace)10. Energy Cluster11. Polo Auto (automotive)12. Lightning cluster

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Austria

13. Cluster Mechatronik Tirol14. RTCA- Rail Technology Cluster Austria15. Upper Austrian Food Cluster

Hungary

16. Biotechnology Innovation Base Cluster17. STD Cultural Industry Cluster18. STD AV Industry Cluster19. Machinery Cluster of South Transdanubia

Slovenia

20. Tehnoloski Park

Czech Republic

21. BTK - Bezpe?nostn? technologick klastr

The 21 clusters selected to in-depth interview were rather young the eldest, located inAustria, was created in 2000. The youngest was established in 2011 and the year ofestablishing the highest number of clusters among the group (5) was 2005 (see the Fig. 5).

Figure 5 The year of establishing formally the cluster (N=21, one is missing)

0

1

2

3

4

5

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

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The main area of cluster activity presented in the interview was innovation and cooperationin the innovation activities. The clusters have very different number of appointedemployees: form 0 (no employees at all or volunteers) to the number of 8 employees. Fromthe interview we can prove the rule: more members more employees for the cluster. Inmost cases the number of members is subject of growth, even when it is only 2 moremembers.

Cluster deals with the financial problems: only one cluster claims that the funding of thecluster is consistent, most of the clusters said that the funding is not consistent. In manycases it means that cluster depends of the projects for the cluster member in case of lownumber of projects they cannot afford for the consistent budget. The budget of theinterviewed clusters is always very different and it is not related to the cluster members. Theannual budget is from 0 (no budget at all) to the number of 460 000EUR.

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4 EVALUATION OF SURVEY & INTERVIEWSIn order to provide optimisation activities for the clusters we have to define basic fields foroptimisation that we learn from research described in the chapter 3. All optimisationactivities could refer to the following fields:

? Organization & Structure? Products & Services? Strategy & Planning? Human Resources Issues / Skills & Qualification? Finance & Funding

From the research we can learn that generally clusters have a very loose form, even in casesthat formal structures (associations, company) is created. Interviewed clusters formulatesthe plans of development or they are aware of the future activities. All clusters are orientedon innovation and all kind of activities related to innovation: R&D projects, joint marketresearch, cooperation industry-academia, intellectual property transfer.

The most of cluster are aware of the need of optimisation but they cannot indicate the fieldof optimisation.

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5 CROSS-EVALUATION

5.1 Methodological fundamentsIn the following analyze we demonstrate the relationship between questions and question-

groups. The analysis were focused on:

? optimization (work package 4) and

? internationalisation (work package 5) question-groups.

In tha analysis IBM SPSS Statistics software have beedn used to analyze the results of

questionnaire. The above detailed tables and information show only the result which have

relationship between each other. Crosstabs and correspondence analyze was used during

the interpretation.

The crosstabs analyze has the following advantages:

? crosstab report shows the relationship between two or more survey questions;? it allows you to quickly compare how different groups of respondents answer your

survey questions;

? it represents the number of respondents falling into each possible pairing of theanswers to the survey questions.

? it presents an well-structured and quickly usable information and knowledge for theusers.

The correspondence analyze has the following features. A distinct advantage of

correspondence analysis over other methods yielding joint graphical displays is that it

produces two dual displays whose row and column geometries have similar interpretations,

facilitating analysis and detection of relationships. In other multivariate approaches to

graphical data representation, this duality is not present.

5.2 Crosstabs and correspondence mapsPairwise comparisons are used according to the questions to find association between the

different questions. The following question pairs show significant association and the

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crosstabs shows relatively frequency of rows and columns. The rows and columns describe

the answers.

Table 17In which country is the cluster located? (Q1) comparing to Written cluster strategy guide: Market positioning,internationalization processes (Q16a)

Q16aTotal

Yes No

Q1

Austria% within Q1 100,0% 100,0%% within Q16a 13,3% 8,6%

Czech republic% within Q1 100,0% 100,0%% within Q16a 3,3% 2,2%

Czech Republic% within Q1 45,5% 54,5% 100,0%% within Q16a 8,3% 18,2% 11,8%

Hungary% within Q1 80,0% 20,0% 100,0%% within Q16a 33,3% 15,2% 26,9%

Italy% within Q1 47,1% 52,9% 100,0%% within Q16a 13,3% 27,3% 18,3%

Poland% within Q1 62,5% 37,5% 100,0%% within Q16a 16,7% 18,2% 17,2%

Slovakia% within Q1 50,0% 50,0% 100,0%% within Q16a 8,3% 15,2% 10,8%

Slovenia% within Q1 50,0% 50,0% 100,0%% within Q16a 3,3% 6,1% 4,3%

Total% within Q1 64,5% 35,5% 100,0%% within Q16a 100% 100,0% 100,0%

The above table describes the following information. The following detailed explanation

helps to usage of crosstabs results:

? 80% of the correspondents clusters which are located in Hungary answered Yes onQuestion16a (Written cluster strategy guide: Market positioning, internationalization

processes);

? 20% of the correspondents clusters which are located in Hungary answered No onQuestion16a (Written cluster strategy guide: market positioning, internationalization

processes);

? 33,3% of the clusters which are answered Yes on Question16a (Written clusterstrategy guide: market positioning, internationalization processes) are located in

Hungary;

? 15,2% of the clusters which are answered No on Question16a (Written clusterstrategy guide: market positioning, internationalization processes) are located in

Hungary;

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? 26,9% of the clusters which are answered on Question16a (Written cluster strategyguide: market positioning, internationalization processes) and Question 1 are located

in Hungary;

? 64,5% of the correspondents clusters are answered Yes Question16a (Writtencluster strategy guide: market positioning, internationalization processes),

? 35,5% of the correspondents clusters are answered No Question16a (Writtencluster strategy guide: market positioning, internationalization processes).

Table 18In which country is the cluster located? (Q1) comparing to Available activities in cluster: Special services andactivities: Market analysis tools (Q16b)

Q16bTotal

very low low medium high very high

Q1

Austria% within Q1 12,5% 37,5% 37,5% 12,5% 100,0%% within Q16b 16,7% 50,0% 30,0% 3,6% 10,3%

Czech republic% within Q1 50,0% 50,0% 100,0%% within Q16b 3,6% 3,6% 2,6%

Czech Republic% within Q1 11,1% 11,1% 22,2% 11,1% 44,4% 100,0%% within Q16b 16,7% 16,7% 20,0% 3,6% 14,3% 11,5%

Hungary% within Q1 4,5% 50,0% 45,5% 100,0%% within Q16b 16,7% 39,3% 35,7% 28,2%

Italy% within Q1 14,3% 7,1% 7,1% 42,9% 28,6% 100,0%% within Q16b 33,3% 16,7% 10,0% 21,4% 14,3% 17,9%

Poland% within Q1 7,1% 14,3% 28,6% 50,0% 100,0%% within Q16b 16,7% 20,0% 14,3% 25,0% 17,9%

Slovakia% within Q1 16,7% 33,3% 16,7% 33,3% 100,0%% within Q16b 16,7% 20,0% 3,6% 7,1% 7,7%

Slovenia% within Q1 100,0% 100,0%% within Q16b 10,7% 3,8%

Total% within Q1 7,7% 7,7% 12,8% 35,9% 35,9% 100,0%% within Q16b 100,0% 100,0% 100,0% 100,0% 100,0% 100,0%



? 4,5% of the correspondents clusters which are located in Hungary answered low onQuestion16b (Available activities in cluster: Special services and activities: Market

analysis tools);

? 50% of the correspondents clusters which are located in Hungary answered high onQuestion16b (Available activities in cluster: Special services and activities: Market

analysis tools);

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? 16,7% of the clusters which are answered low on Question16b (Available activitiesin cluster: Special services and activities: Market analysis tools) are located in

Hungary;

? 39,3% of the clusters which are answered high on Question16b (Available activitiesin cluster: Special services and activities: Market analysis tools) are located in

Hungary;

? 28,2% of the clusters which are answered on Question16b (Available activities incluster: Special services and activities: Market analysis tools) and Question 1 are

located in Hungary;

? 7,7% of the correspondents clusters are answered very low to Question16b(Available activities in cluster: Special services and activities: Market analysis tools),

? 35,9% of the correspondents clusters are answered high to Question16b (Availableactivities in cluster: Special services and activities: Market analysis tools).

Table 19 In which country is the cluster located? (Q1) comparing to New activities and services are the basis forsustainable cluster-development: Global cluster projects management Q18d

Q18dTotal

very low low medium high very high

Q1

Austria% within Q1 16,7% 33,3% 33,3% 16,7% 100,0%% within Q18d 16,7% 40,0% 11,1% 4,5% 7,9%

Czech republic% within Q1 50,0% 50,0% 100,0%% within Q18d 5,6% 4,0% 2,6%

Czech Republic% within Q1 18,2% 18,2% 9,1% 54,5% 100,0%% within Q18d 33,3% 11,1% 4,5% 24,0% 14,5%

Hungary% within Q1 20,0% 50,0% 30,0% 100,0%% within Q18d 22,2% 45,5% 24,0% 26,3%

Italy% within Q1 6,3% 12,5% 25,0% 12,5% 43,8% 100,0%% within Q18d 16,7% 40,0% 22,2% 9,1% 28,0% 21,1%

Poland% within Q1 7,7% 7,7% 30,8% 15,4% 38,5% 100,0%% within Q18d 16,7% 20,0% 22,2% 9,1% 20,0% 17,1%

Slovakia% within Q1 20,0% 80,0% 100,0%% within Q18d 5,6% 18,2% 6,6%

Slovenia% within Q1 33,3% 66,7% 100,0%% within Q18d 16,7% 9,1% 3,9%

Total% within Q1 7,9% 6,6% 23,7% 28,9% 32,9% 100,0%% within Q18d 100,0% 100,0% 100,0% 100,0% 100,0% 100,0%



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? 20% of the correspondents clusters which are located in Hungary answeredmedium on Question18d;

? 50% of the correspondents clusters which are located in Hungary answered high onQuestion18d;

? 22,2% of the clusters which are answered medium on Question18d are located inHungary;

? 45,5% of the clusters which are answered high on Question18d are located inHungary;

? 26,3% of the clusters which are answered on Question18d and Question1 arelocated in Hungary;

? 23,7% of the correspondents clusters are answered medium to Question18d,? 28,9% of the correspondents clusters are answered high to Question18d.

Table 20. In which technological / industrial area are the cluster actors mainly active? (Q3) comparing to Pleasedeclare, if following indicators are available in your cluster and rank the importance for your cluster future development/ performance: Cluster branding policy and rules (Q16e)

Q16eTotal

Yes No

Q3

Life Science/Biotechnology% within Q3 70,0% 30,0% 100,0%% within Q16e 14,0% 7,7% 11,2%

Mobility% within Q3 100,0% 100,0%% within Q16e 8,0% 4,5%

Creative Industry% within Q3 50,0% 50,0% 100,0%% within Q16e 4,0% 5,1% 4,5%

Tourism and cultural heritage % within Q3 88,9% 11,1% 100,0%% within Q16e 16,0% 2,6% 10,1%

Food and agribusiness% within Q3 100,0% 100,0%% within Q16e 8,0% 4,5%

Environment industry% within Q3 100,0% 100,0%% within Q16e 6,0% 3,4%

ICT Embedded Systems% within Q3 37,5% 62,5% 100,0%% within Q16e 12,0% 25,6% 18,0%

Sustainable building industry% within Q3 100,0% 100,0%% within Q16e 7,7% 3,4%

Intelligent Energy% within Q3 100,0% 100,0%% within Q16e 10,3% 4,5%

Textile industry% within Q3 33,3% 66,7% 100,0%% within Q16e 2,0% 5,1% 3,4%

Others% within Q3 51,7% 48,3% 100,0%% within Q16e 30,0% 35,9% 32,6%

Total % within Q3 56,2% 43,8% 100,0%



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? 88,9% of the correspondents clusters which are operated in Tourism and culturalheritage sector answered Yes on Question16e;

? 11,1% of the correspondents clusters which are operated in Tourism and culturalheritage sector answered No on Question16e;

? 16% of the clusters which are answered Yes on Question16e are operated inTourism and cultural heritage sector;

? 2,6% of the clusters which are answered No on Question16e are operated inTourism and cultural heritage sector;

? 10,1% of the clusters which are answered on Question16e and Question3 areoperated in Tourism and cultural heritage sector;

? 56,2% of the correspondents clusters are answered Yes on Question16e,? 43,8% of the correspondents clusters are answered No Question16e.

Table 21. Please declare, whether following factors/activities are available in your cluster yet and rank the importancefor your cluster future development / performance: Intranet (Q17c) comparing to Please assess the followingstatement: Compared to 2007 the cluster organization made considerable progress in terms of international cooperationwith a positive impact on business opportunities. (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q17

c

very low% within Q17c 6,7% 40,0% 46,7% 6,7% 100,0%% within Q26 9,1% 24,0% 24,1% 12,5% 20,5%

low% within Q17c 7,1% 50,0% 42,9% 100,0%% within Q26 9,1% 28,0% 20,7% 19,2%

medium% within Q17c 6,7% 26,7% 60,0% 6,7% 100,0%% within Q26 9,1% 16,0% 31,0% 12,5% 20,5%

high% within Q17c 13,3% 40,0% 26,7% 20,0% 100,0%% within Q26 18,2% 24,0% 13,8% 37,5% 20,5%

very high% within Q17c 42,9% 14,3% 21,4% 21,4% 100,0%% within Q26 54,5% 8,0% 10,3% 37,5% 19,2%

Total% within Q17c 15,1% 34,2% 39,7% 11,0% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%



? 7,1% of the correspondents clusters which are answered low on Question17canswered Strongly disagree on Question26;

? 42,9% of the correspondents clusters which are answered low on Question17canswered Mostly agree on Question26;

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? 9,1% of the clusters which are answered Strongly disagree on Question26 areanswered low on Question17c.

? 20,7% of the clusters which are answered Mostly agree on Question26 areanswered low on Question17c.

? 15,1% of the correspondents clusters are answered Strongly disagree onQuestion26,

? 34,2% of the correspondents clusters are answered Mostly disagree onQuestion26,

? 39,7% of the correspondents clusters are answered Mostly agree on Question26,? 11% of the correspondents clusters are answered Strongly agree on Question26,

Figure 6. Correspondence map: Q17c and Q26

The above mentioned correspondence map represents the context of Question 26 andQuestion 17c: the distance of different colored points describe the relationship of variable:

? small distance means high association,? large-distance means low association between factors/answers.

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The following crosstab describes the following information. The following detailed

explanation helps to usage of crosstabs results:

? 50% of the correspondents clusters which are answered low on Question17eanswered Mostly disagree on Question26;

? 37,5% of the correspondents clusters which are answered low on Question17eanswered Mostly agree on Question26;

? 15,4% of the clusters which are answered Mostly disagree on Question26 areanswered low on Question17e,

? 10% of the clusters which are answered Mostly agree on Question26 are answeredlow on Question17e,



? 39% of the correspondents clusters are answered Mostly agree on Question26,? 13% of the correspondents clusters are answered Strongly agree on Question26.

Table 22. Please declare, wether following factors/activities are available in your cluster yet and rank the importance foryour cluster future development / performance?: Direct mailings systems (Q17e) comparing to Please assess thefollowing statement: Compared to 2007 the cluster organisation made considerable progress in terms of internationalcooperation with a positive impact on business opportunities. (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q17

e

very low% within Q17e 44,4% 55,6% 100,0%% within Q26 15,4% 16,7% 11,7%

low% within Q17e 50,0% 37,5% 12,5% 100,0%% within Q26 15,4% 10,0% 10,0% 10,4%

medium% within Q17e 41,7% 8,3% 50,0% 100,0%% within Q26 45,5% 3,8% 20,0% 15,6%

high% within Q17e 8,3% 41,7% 41,7% 8,3% 100,0%% within Q26 18,2% 38,5% 33,3% 20,0% 31,2%

very high% within Q17e 16,7% 29,2% 25,0% 29,2% 100,0%% within Q26 36,4% 26,9% 20,0% 70,0% 31,2%

Total% within Q17e 14,3% 33,8% 39,0% 13,0% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%

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The following mentioned correspondence map represents the context of Question 26 andQuestion 17e: the distance of different colored (red and black) points describe therelationship of variable:

? small distance means high association:o low (Q17e) and Mostly disagree (Q26)o high (Q17e) and Mostly disagree (Q26)

? large-distance means low association between factors/answers:o very low (Q17e) and Strongly agree (Q26)o very low (Q17e) and Strongly disagree (Q26)

Figure 7. Correspondence map: Q17e and Q26



? 33,3% of the correspondents clusters which are answered Strongly answered onQuestion20 answered Mostly disagree on Question26;

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? 33,3% of the correspondents clusters which are answered Mostly disagree onQuestion20 answered Mostly agree on Question26;

? 6,3% of the clusters which are answered Mostly disagree on Question26 areanswered Strongly disagree on Question20,

? 5,9% of the clusters which are answered Mostly agree on Question26 are answeredStrongly disagree on Question20,


? 36% of the correspondents clusters are answered Mostly disagree on Question26,? 38,2% of the correspondents clusters are answered Mostly agree on Question26,? 12,4% of the correspondents clusters are answered Strongly agree on Question26,

Table 23. Please assess the following statement: Our cluster has an elaborated internationalisation strategy. (Q20)comparing to Please assess the following statement: Compared to 2007 the cluster organisation made considerableprogress in terms of international cooperation with a positive impact on business opportunities. (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q20

Strongly disagree% within Q20 33,3% 33,3% 33,3% 100,0%% within Q26 6,3% 5,9% 18,2% 6,7%

Mostly disagree% within Q20 2,9% 20,6% 52,9% 23,5% 100,0%% within Q26 8,3% 21,9% 52,9% 72,7% 38,2%

Mostly agree% within Q20 3,1% 59,4% 34,4% 3,1% 100,0%% within Q26 8,3% 59,4% 32,4% 9,1% 36,0%

Strongly agree% within Q20 58,8% 23,5% 17,6% 100,0%% within Q26 83,3% 12,5% 8,8% 19,1%

Total% within Q20 13,5% 36,0% 38,2% 12,4% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%

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Figure 8. Correspondence map: Q20 and Q26

The following mentioned correspondence map represents the context of Question 26 andQuestion 17e: the distance of different colored (red and black) points describe therelationship of variable:

? small distance means high association:o Mostly agree (Q20) and Mostly disagree (Q26)o Strongly agree (Q20) and Strongly disagree (Q26)

? large-distance means low association between factors/answers:o Mostly agree (Q20) and Strongly agree (Q26)o Strongly disagree (Q20) and Strongly disagree (Q26)



? 60% of the correspondents clusters which are answered low on Question18danswered Mostly disagree on Question30;

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? 20% of the correspondents clusters which are answered low on Question18danswered Mostly agree on Question30;

? 13,6% of the clusters which are answered Mostly disagree on Question30 areanswered low on Question18d,

? 3,3% of the clusters which are answered Mostly agree on Question30 are answeredlow on Question18d,



? 40,5% of the correspondents clusters are answered Mostly agree on Question30,? 4,1% of the correspondents clusters are answered Strongly agree on Question30,

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Table 24.New activities and services are the basis for sustainable cluster-development. Please rank the importance offollowing fields for your cluster future development/ performance: Global cluster projects management (Q18d) compar-ing to "Please assess the following statement: Due to the successful implementation of our internationalization strate-gy, the cluster is known at international level." (Q30)

Q30TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q18

d

very low% within Q18d 20,0% 20,0% 60,0% 100,0%% within Q30 5,3% 4,5% 10,0% 6,8%

low% within Q18d 60,0% 20,0% 20,0% 100,0%% within Q30 13,6% 3,3% 33,3% 6,8%

medium% within Q18d 44,4% 11,1% 44,4% 100,0%% within Q30 42,1% 9,1% 26,7% 24,3%

high% within Q18d 18,2% 27,3% 45,5% 9,1% 100,0%% within Q30 21,1% 27,3% 33,3% 66,7% 29,7%

very high% within Q18d 25,0% 41,7% 33,3% 100,0%% within Q30 31,6% 45,5% 26,7% 32,4%

Total% within Q18d 25,7% 29,7% 40,5% 4,1% 100,0%% within Q30 100,0% 100,0% 100,0% 100,0% 100,0%

Figure 9. Correspondence map: Q18d and Q30

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The above mentioned correspondence map represents the context of Question18d andQuestion30: the distance of different colored (red and black) points describe the relationshipof variable:

? small distance means high association:o very low (Q18d) and Mostly agree (Q30)o medium (Q18d) and Strongly disagree (Q30)o very high (Q18d) and Mostly disagree (Q30)

? large-distance means low association between factors/answers:o low (Q18d) and Strongly disagree (Q30)o high (Q18d) and Strongly agree (Q30)

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6 THEORETICAL BACKGROUND & BEST PRACTICE EXAMPLES OFCLUSTERS OPTIMISATION

6.1 Organization & StructureThis section should provide theoretical background on the various organization models and

structure. The online survey already showed diverse structure and organization models

regarding cluster initiatives. Many clusters investigated base their structure on the

considerations of Michael E. Porters Cluster-Diamond.

The approach looks at clusters of industries, where the competitiveness of one company is

related to the performance of other companies and other factors tied together in the value-

added chain, in customer-client relation, or in a local or regional contexts. The Porter analy-

sis was made in two steps. First, clusters of successful industries have been mapped in 10

important trading nations. In the second, the history of competition in particular industries is

examined to clarify the dynamic process by which competitive advantage was created. The

second step in Porter's analysis deals with the dynamic process by which competitive ad-

vantage is created. The basic method in these studies is historical analysis. The phenomena

that are analysed are classified into six broad factors incorporated into the Porter diamond,

which has become a key tool for the analysis of competitiveness:

? Factor conditions are human resources, physical resources, knowledge resources, capital

resources and infrastructure. Specialized resources are often specific for an industry and

important for its competitiveness. Specific resources can be created to compensate for

factor disadvantages.

? Demand conditions in the home market can help companies create a competitive ad-

vantage, when sophisticated home market buyers pressure firms to innovate faster and

to create more advanced products than those of competitors.

? Related and supporting industries can produce inputs which are important for innova-

tion and internationalization. These industries provide cost-effective inputs, but they al-

so participate in the upgrading process, thus stimulating other companies in the chain to

innovate.

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? Firm strategy, structure and rivalry constitute the fourth determinant of competitive-

ness. The way in which companies are created, set goals and are managed is important

for success. But the presence of intense rivalry in the home base is also important; it

creates pressure to innovate in order to upgrade competitiveness.

? Government can influence each of the above four determinants of competitiveness.

Clearly government can influence the supply conditions of key production factors, de-

mand conditions in the home market, and competition between firms. Government in-

terventions can occur at local, regional, national or supranational level.

? Chance events are occurrences that are outside of control of a firm. They are important

because they create discontinuities in which some gain competitive positions and some

lose.

The Porter thesis is that these factors interact with each other to create conditions where

innovation and improved competitiveness occurs.

Derived from these theoretical considerations, cluster initiatives can be differentiated ac-cording to the following organization forms and structures:

- Legal forms (Ltd, association, public-body, etc.)

- Focusing (company-driven, R&D-driven, public-driven, etc.)

- Organisation/organigram (advisory board, cluster-manager, etc.)

The following table shows best practice examples regarding organization form and structure

as of Clusterland Obersterreich GmbH.

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Clusterland Obersterreich GmbH

Another Best-Practice is related to the form of an association as a transparent and effectivecluster Organization & Structure, as in case of Aviation Valley, described below:

The basic principles of Aviation Valley cluster membership are provided for in the articles of

the Association. The members can be: ordinary, supporting and honorary. An ordinary

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member may be a natural person with full legal capacity who is not deprived of public rights,

who is the owner, member of the governing authority or a representative of the aerospace

industry enterprise, university, research and development institute, or any other

organisation connected with the aerospace industry being the supporting members. A

supporting member of the Association may be a legal person or any other institution or

organisation interested in the activities of the Association who declared any financial or non-

cash aid. The legal person or another institution or organisation acts in the Association via its

representative who is the ordinary member. The ordinary and supporting members are

accepted with the resolution of the Management Board based on a written declaration. The

Management Board process the application only if the candidates application has been

supported by two ordinary members of the Association. The title of the honorary member of

the Association is conferred by the General Meeting of the Association to the persons who

contributed in a special way to the development of the aerospace industry. Management

Board Members of the Aviation Valley cluster are the persons who have the highest

functions in the key entrepreneurs of the aerospace industry, who have enormous know-

how and experience in managing the companies, which guarantees full professionalization of

the cluster management. There is also a representative of the SMEs of the cluster among the

Management Board Members. Activities of the Management Board are assessed on an

annual basis by the Revision Commission, and then by the cluster entities during the General

Meeting of the Members of the SGPPL Aviation Valley during voting regarding vote of

approval for the Management Board Members for their activities in the previous calendar

year.

6.2 Products & ServicesProducts and services are the essential features for each kind of organisation. In particular

services become more important and recognised increasingly. Therefore service

development which is a more marketing related process and recently service engineering as

well as service design which are in principle more oriented to the traditional product

development cycle are established step by step as procedures for enriching the organisation

with services.

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A cluster is in most cases a service organsiation and therefore the needs of the members

should be met by the current and planned products and services. Furthermore a cluster is an

instrument of the regional and / or national strategic economic development. Thus the

products and services have to face strategic socio-economic challenges, trends and

tendencies, too.

To develop a cluster in a comprehensive, systematic and consequent manner a clear supply

of products and services for the cluster members has to be offered and improved

continuously.

Generally cluster products and services are closely connected and well linked, i.e. to

elaborate a trend radar for the main cluster technologies represents a product whereby the

correspondent workshops and trainings outline specific services.

To follow the service orientation the cluster has to use carefully some appropriate tools,

instruments and methodologies as already known from product innovation for new

service launches or for making existing service portfolios more efficient and customer-

friendly. The toolbox is available on the market, but has to be adapted to servicesneeds and

the specific service process has to be tailor-made for each single cluster.

A proper service development process covers following items:

? Service assessment & service strategy? Service creation & service design, including software application? Service launch & service marketing? Service controlling & service monitoring

By comparing and screening sucessfull cluster organisations following services are identified:

? Organising conferences and workshops with experts and stakeholders from business,science and administration to discuss future trends and tendencies

? Developing R&D as well technology development projects on regional, national,European and worldwide level

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? Designing and organising of tailor-made training curricula for new technologies (e.g.smart grid solutions) as well as for requested methodologies (e.g international

innovation management)

? Connecting potential market and technology partners including investors forcommon developments as well as for opening new markets on national and

international level - support for internationalisation as e.g. market information,

supplier days, study tours a.o.

? Providing appropriate information about funding and financing for eco technologyprojects on regional, national and European level including a qualified support for the

submission of proposals

ECO WORLD STYRIA, Austria, www.eco.at

This cluster covers 170 member companies within eco technologies. Styrian companies

already are international technology and market leaders in the areas of energy and

environmental engineering. In order to strengthen and develop this position, ECO WORLD

STYRIA supports the companies and the location Styria with basic services and projects with

strategic levers along the growth drivers innovation, know-how, and new markets.

ECO WORLD STYRIA demonstrates an good practice example for service development and

service application. The cluster highlights his strategic postion as a Worlds Green Tech

Valley whereby the cluster companies represent world-class companies in the areas of

renewable energy and environmental engineering.

The activities and services for cluster companies aim at increasing the competitiveness and

establishing the cluster / the region of Styria as the No. 1 location for energy and

environmental engineering with the design of significant trends.

In order to be close to the needs of the companies and research institutions, some feedback

loops at regular intervals are establised for the participants of the events, for the members

and stakeholders on a personal level. In particular a very authentic individual approach

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characterise all the activities of ECO WORLD STYRIA. The cluster members evaluates their

organisation with 1,34 (1=best grade, 5 = worst grade) for the services provided.

The overall cluster motto states Feel the power of Vitamin C for your company (C for

cluster), i.e. that due to a tight contact to all members exclusive and tailor-made services

and projects could be designed, realised and managed.

Some selected examples of this attractive range of services which are offered for free focus

on following cluster member support:

? Future trend support: Participation in the design of the location of the future withnew research topics, technological model projects, and co-operation with the

members and stakeholders, developing a Future Radar for the environmental hot

topics regarding technology and market

? Strategy support: Consulting on the subjects of national and international markets,technologies, and co-operation partners tailored to members needs

? Innovation support: Technology roundtable, innovation potential evaluation,technology and development partner identification, project development support

? Funding support: Appropriate funding as well as the exclusive funding map, selectiveinvestors for environmental engineering innovations

? Marketing support: Members news and relevant market information in thenewsletter, in the ECO WORLD magazine and on the cluster web page

? Consulting support: 50% cost advantages for using specific consultants.

LOMBARDY ENERGY CLUSTER, Italy, www.energycluster.it

The LOMBARDY ENERGY CLUSTER was established by the region of Lombardy and covers

power generation, transmission and distribution. The membership of more than 100

companies (small and medium-sized), 8 universities and research centres, 10 organizations

of the public sector, of not-for-profit bodies and of industrial associations, is acting as a

single focal point representing the energy industry. A number of different actors which are

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asked to create an extended laboratory together with enterprises to develop research,

innovation and training projects.

The key principles of cluster management is that all the cluster decisions are taken by

companies (Cluster Board) and all the projects are realised involving the competencies

within the cluster network.

The Energy Custer hasnt an internal cluster staff, but it can benefit several advantages from

having as its operative arm Euroimpresa, a territorial development agency, which is member

of the cluster. This allows Energy Cluster to have a lean operative structure and gain from

Euroimpresa experience in terms of project management for financing its activities. In addi-

tion, it supports the cluster for networking and lobby activities thanks to its contacts with

important public authorities and enterprises and know-how regarding the regional produc-

tive system.

The energy cluster works through different operative areas. There are two types of operative

areas: Referred to market areas and cross-sectoral areas. Each area has a clear responsibility

identification in order to promote new projects and initiatives and thanks to an efficient

integration of skills and knowledge between firms and research centers.

Figure 10 Value chain of the Lombardy Enegy Cluster

The energy cluster is a network recognised as a supplier of excellence providing quality

products and services and aimed at consolidating and capture the actual and future

Unfinishedproducts

BasicComponents

Finished ProductsSystems Services

Products used forbasic components

Finished productscomponents / pro-duction facilitiesfittings

Systems and prod-ucts used inpower generationand distribution

Activities, services,processing and prod-ucts for maintenanceand renovation ofproduction facilities

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technical expertise, thanks also to the presence of a large number of research centres and

universities specialised in energy sector. The organisation is an industrial cluster promoted

and supported by important firms which are leaders in the field of energy with the specific

intent to promote and to create an integrated supply chain in different fields of energy plant

investment and to aggregate small and medium-sized enterprises.

The cluster, since its birth, has identified different internal working groups representing the

most important market areas for the cluster. The working groups periodically convened en-

terprises and universities in a specific energy sector in order to develop joint activities as

technology integration and supply integration. This internal organisation fosters a bottom-up

approach which allows the cluster to follow the interests and needs of its members.

The strategic lines for the development of the Lombardy Energy Cluster are as follows:

? Added value integration? Internationalisation? Facilitation? Matching? Lobbying

Nowadays the cluster decides to start up a transversal working group for internationalisation

having recognized international activity as one of the most important issues for its members.

Moreover the international strategy of Lombardy Energy Cluster foresees the involvement in

European projects.

For instance Lombardy Energy Cluster promoted this forms of international co-operation by:

? Mission in USA-Canada: A delegation of enterprises, industrial associations anduniversity took part in Boston to the MIT Energy Initiative, met in Toronto the

Ontario Ministry of Energy Research and Innovation; met in Montral the Chairman

of Board Italian Chamber of Commerce in Canada.

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? Mission to Saint Petersburg: A delegation of 20 enterprises, industrial associations, auniversity, 2 chambers of commerce participated in commercial and institutional

meetings

? Entrepreneurial mission to Per, Lima organised by Confindustria, ICE, ANCE andClub dei 15

Furthermore a web-based platform is under construction which will allow members of Ener-

gy Cluster to share effectively information and business opportunities in a fast and useful

way. The shared information will be almost focused on internationalisation matters for ex-

changing and optimising their knowledge regarding foreign countries (e.g. legislative aspect,

labour issues a.o.). Moreover, trough the platform a forum will be activated for giving to the

companies the possibility to ask suggestions and opinion to other companies with more ex-

perience, regarding critical issues. This is also a strategy to foster depth knowledge of each

other among cluster members.

AVIATION VALLEY, Poland

The Aviation Valley cluster consists at present of almost 100 innovative industrial enterprises

producing an enormous number of aviation products, like spare parts, sub-assemblies and

units to jet engines, airframes and helicopters for the most important world producers of the

aerospace sector. The companies of the Aviation Valley cluster are also producers of final

products, such as airplanes, helicopters as well as numerous light and ultra light aviation

constructions. Many companies of the cluster co-operate with one another in case of

production of the technologically most advanced aviation products. A lot of enterprises

execute also the whole manufacturing process based on their own resources and produce

goods directly to the market. The key action has been to include small and medium-sized

enterprises from the aerospace sector, both with Polish and foreign equity, to the cluster.

Thanks to the inflow of new technologies, the companies will be able to take up selected co-

operation assignments. Execution of such processes stands in fact for moving some value

chain links to the cluster centre. Experience of big industrial clusters show that such actions

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lead to obtaining effects of synergy and notable business advantages in the cluster, which

determines the aerospace industry as a smart specialization of the Podkarpackie Region.

CLUSTERLAND, Austria

The essence of cooperation is encompassing co competitive advantage of cooperating

companies. Since competitiveness of regions is not determined by single companies, but

more and more by the innovation ability of entire industries and branches, cooperations are

essential to improve this ability. With the help of cooperation projects, synergy potentials

can be exploited and thereby not only single companies are strengthened but also the entire

economic structure in a crucial and sustainable way.

In Clusterland target group companies often have high interest in cooperation projects with

other firms or with R&D institutions. An important area of activity for the cluster

organisation is therefore the initiation, development and support of cooperation projects.

These kinds of projects can deal with the areas R&D, Qualification, Production, Organisation,

Marketing, Information Technology, Logistics, Internationalisation

The cooperational model of Clusterland is based on the following pillars:

? spirit of innovation? cooperation willingness of companies and institutions? active participation of all players one driver is often not enough? appropriate organisational structures both at companies and at public institutes.

6.3 Strategy & PlanningSimply put, strategic planning determines where an organisation is going over the next year

or more, how it's going to get there and how it'll know if it got there or not. The focus of a

strategic plan is usually on the entire organisation, while the focus of a business plan is

usually on a particular product, service or programme. There are a variety of perspectives,

models and approaches used in strategic planning. The way that a strategic plan is

developed depends on the nature of the organisation's leadership, culture of the

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organisation, complexity of the organisation's environment, size of the organisation and

expertise of planners.

Figure 11 Schema of the process of strategy creation.

Strategic planning for clusters should cover at least following main fields of activities:

? Technology foresight and planning (e.g. strategic and technology roadmapping)? Service engineering and service design (e.g. service development as a countinuous

improvement process)

? International project development and multi project management (e.g. how todesign, develop and manage a multiannual roadmap of a bundle of projects)

? Human resource development on an internal level and together with clustermembers and partner clusters within a regional, national and European context (e.g.

how to face and meet the technological hotspots with professional development and

tailor-made curricula as well as to foster a common methodological toolbox with

partner clusters and all the member companies and involved RTD organisations)

? Funding and financing (e.g. how to meet ongoing situation of decreasing publicbudgets)

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PLASTIPOLIS, Rhone-Alpes, France, www.plastipolis.fr

Plastipolis is the only competitive cluster of plastics engineering in France. Located in

Oyonnax, in the so-called Plastics Valley of France, it brings together all the operators in the

sector (companies, R&D centres, training centres, institutional entities) in the Rhne-Alpes

and Franche-Comt regions. Its aim is to promote the expertise of French plastics

engineering companies on a European and international level. As a leading Technology

Cluster for Polymer Industry in France, Plastipolis now regroups more than 320 members

including 210 companies, 70 R&D and training centres and 30 industrial investors.

The main mission of Plastipolis incorporates consistent activities and measures:

? to continue to include small and medium-sized businesses within their dynamic,? to retain high technical and industrial requirements,? to network with other French clusters (materials & intelligent polymers, composites

& nano-composites, biomaterials, complex systems & mechatronics, coatings &

paint),

? to develop international co-operation.

Regarding strategic planning PLASTIPOLIS set a strong focus on technology planning covering

the strategic line from technology foresight (e.g. Future watch, i.e. elaborated trends and

tendencies for the members, competences grids for synergistic and complementary

technologies) to permanent RTD projects according to current respectively identified future

needs and fostering the following innovation process by trainings including intellectual

property rights.

All the activities are well embedded in regional, national and international networks

including a lot of stakeholders, multipliers and potential investors, too. The lesson learnt of

PLASTIPOLIS is the integrated line of strategic planning and their consequent

implementation.

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PLATFORM AUTOMATION TECHNOLOGY STYRIA, Austria

This initiave covers more than 60 companies within engineering (e.g. automation,

mechatronics, sensorics) as well as special machinery and plant construction. Together with

the regional chamber of commerce the university of applied science CAMPUS 02 manages

this company driven platform.

In detail a strategic planning process was established which is monitored by regional

stakeholders and leads to key projects covering technology trends. For instance a network

for RFID technical trainings, new applications and business models was started together with

the Technical University Graz, additional research centres, industry and SMEs.

Within this technology niche the region of Styria covers a high percentage of the worldwide

market supported by high tech industry like Infineon, AT & S, AMS, AVL and NXP as well as

highly specialised SMEs. Overall the project demeonstrates how a small cluster and a small

region could foster strategic planning by their technology niches and by pushing their

competences on a significant international world-class level.


The Articles of the Association Aviation Valley Association state clearly basic targets of the

Aviation Valley cluster. Whereas the cluster strategy and programme documents present

both vision and mission of the cluster as well as methods of their execution. Action plans for

particular years, modified on a current basis, are developed by the Management Board and

by the cluster office, and they are passed for consultation, verification and approval by the

cluster entities during the General Meeting of the Members of the Aviation Valley Associa-

tion.

6.4 Human Resources Issues / Skills & QualificationHuman resource development, training of skills and qualification (instruments / tools /

methodologies, content-related issues) for the cluster itself as well as for cluster members

(companies, RTD organisations) have to be established in a strategic manner.

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Beside the general requirement of fostering own human resources as a crucial element of

each kind of organisation nowadays everybody has to face the challenge of demographic

change in all Europe. Thus implies that human resource issues are not any longer a topic

reduced to a single organisation or to a single cluster. Its far more and already a societal

challenge. Therefore human resource development should necessesarily include full

education cycle in a broad comprehensive manner in the region, too.

Meeting internal demands and needs of cluster staff some advanced clusters set up high

professional cluster academies and summer schools as e.g. Clusterland Upper Austria, REG X

The Danish Cluster Academy, cluster study programme at IESE Business School. Nevertheless

the fluctuation of cluster staff is still problematic which is more or less an organisation

development problem respectively a matter of the regional embedding and stakeholder

setting of the cluster.

For the qualification of their members and for including regional education system

(playschool, primary and grammar school, technical and business colleges as well as

universities) some clusters and technology networks already set up own academies, too.

Wood Cluster Styria, Austria, www.holzcluster-steiermark.at

With over 150 cluster partners along the complete wood value added chain this cluster

counts as one of the strongest networks for wood technology in Europe. As an interface

between economy, science and politics the cluster focusses on supporting the cluster

partner enterprises to optimise their production, innovation and marketing conditions to

conquer new markets with them.

Regarding human resource development, improving skills and qualification an own WOOD

ACADEMY was established in a regionally integrated manner with following offer:

Future search workshops and conferences

Trainings for new technical requirements in production, logistics and the relevant IT

environment

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Innovation management, product and service development

Qualification for entering new markets including study tours

Trainings to improve the personal skills like eg. facilitation, leading cross-cultural

working groups

Co-operation with stakeholder organisation to approach the regional education

partners for common project activities

In the meanwhile the WOOD Cluster Styria already spreads specific training cycles to the

relevant market areas in Southeast Europe to train future co-operation partners.


Co-operation with educational units and co-operation of R&D institutions with cluster partic-

ipants is one of the most important priorities of the Aviation Valley. All key companies of the

cluster appointed their selected employees to act as contact persons in their everyday con-

tacts with universities, R&D institutions and local educational units. It turned out to be a very

effective solution that ensures uninterrupted co-operation of educational units, R&D organi-

sations and other cluster participants, as well as creating added values by these three men-

tioned stakeholders under the operations of the Aviation Valley. At the level of universities

and R&D institutions, co-operation of entrepreneurs and researchers under the Centre for

Advanced Technologies Aeronet - Aviation Valley and organisation of the Aviation Valley

Day at various universities of technology in the South-Eastern Poland on a cyclical basis -

are of great significance. Researches that have been carried out among the cluster compa-

nies show that the aerospace industry in Poland will need thousands of highly qualified em-

ployees in the coming years. Information regarding personnel needs is passed to the authori-

ties of the Rzeszw University of Technology and other universities of technology that edu-

cate future engineers in various aerospace specialisations, inclusive of aerospace construc-

tors. Promotional activities are carried out and young people from the region are being en-

couraged to select engineering studies. The following initiatives are carried out: Cool physics

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in middle schools, Suggestion in secondary general education schools, or University of tech-

nology for children that is addressed to the pupils of the first few classes of the primary

schools. Key aerospace companies belonging to the Aviation Valley cluster make it also

possible for the students of the universities of technology to undergo training or placement

at various positions in the companies from the aerospace industry. At the level of secondary

technical colleges, the co-operation with educational institutions is effected mostly through

the agency of the CEKSO Operators Education Centre and Regional Centre for Transfer of

Modern Technologies of Manufacturing that was created under the cluster operations, in

close co-operation with the regional and local self-government authorities.

6.5 Finance & FundingThe monitoring of the situation regarding financing and funding of clusters in Europe shows

up two mainstreams. On one hand some regions still prefer an intensive funding by public

budget and on the other hand some clusters are obliged by their owners and public stake-

holders to gain a high rate of so-called self-financing, i.e. financial contribution by member

fees, through organising workshops, trainings and projects, providing fee-based services as

well as participating in funded projects.

These two aspects of financing and funding also imply different situtions of influencing the

strategies and operative measures of the clusters. The more public budget the cluster gets

the more significant conditions are set by the public owners and their stakeholder organisa-

tions. Thus the cluster is more or less a policy driven instrument respectively organisation. In

case of a high self-financing rate which also consists at least indirectly in several cases of

public money (e.g. projects, trainings) the members paying the fees or co-financing the pro-

jects want to govern, pilot and navigate the content in the strategic and operative context,

too.

Both mainstreams have obviously some advantages and benefits as well as some restrictions

and bottlenecks regarding the management of a cluster organisation. One fact is that the

ultimate dream of public administration of almost 100% self-financing after five to seven

years of the clusters life is definitely not possible since clusters should keep their role of

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fostering and facilitating economic and technological competitiveness in the region and con-

sequently in united Europe.

Searching for good practice cases for finance and funding in the cluster world leads to quite

similar results. Out of lot of possible examples the cases of TIS Techno Innovation South-

Tyrol, ECO WORLD STYRIA and AC (Automotive Cluster) Styria are selected for being worth to

be recommended. In detail the financing and funding consists of several elements as follows:

? The clusters are 35% to 65% publically funded depending on the stage of develop-ment of the cluster and concerning the specific features and characteristics of the

approached technology sector, i.e. some technologies are easier to manage properly

and gain demonstrable results quicker than others.

? About 10% to 35% are covered through funded projects from regional, national andEuropean programmes.

? Till 20% are earned from charged precompetitive services.? Up to 15% are provided from member fees.? Recently some clusters (e.g. ECO WORLD STYRIA, AC Styria) invites leading companies

or representative companies of the cluster technologies to join the cluster organisa-

tion as a partner whereby the intended effect aims more at integrating them for the

strategic planning than at financial contribution.


Aviation Valley - key factors and actions:

Obligation of paying membership fees is a motivating factor that verifies involvement and

credibility of the cluster actors.

Fee level depending on employment in the companies.

Effectiveness in obtaining EU funds mostly by participation in innovative international pro-

jects.

Co-operation agreements regarding promotion of the Province of Podkarpacie and the city

of Rzeszw ensuring additional funds for the cluster.

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The basic source of financing of the cluster activities are the fees paid by the members of the

association. The amount of the fees depends on the employment level in the companies that

have the status of the association supporting members. In line with the statute, the sources

where the assets of the AVIATION VALLEY Association originate from are: membership fees,

donations, bequests and

Documents

Handbook-for-Cluster-Optimization.pdf