Success Factors for Internationalisation of Clusters Dr. Gerd
Meier zu Kcker Vilnius, 8 th April 2015 www.bmwi.de
Slide 2
Reasons Not to Internationalise If policy makers insist If it
is a mandatory part of funding rules Only because of funding If
products or technologies are not competitive If cluster
participants do not have capacities to internationalise If the
cluster management does not have the mandate to internationalise If
the cluster does not have any idea or strategy where and why to
internationalise 2
Slide 3
Reasons Why to Internationalise To increase growth and profit
of cluster participants If transnational cooperation provides more
added value than regional cooperation To enter new markets or
acquiring new customers To tackle new value chains To acquire
knowledge or competences not available among cluster participants
To share risks (R&D, projects, investments etc.) To reduce
costs (e. g. production is cheaper abroad) To increase visibility
and become more attractive 3
Slide 4
Kinds of Internationalisation of Clusters Trend scouting
Products, technologies Markets, consumer behaviour etc. Export
R&D cooperation Joint product development Incl. adaptive
development Acquisition of know-how, technologies Entering
Strategic partnerships Joint venture Building up foreign branch
Building foreign production facilities 5
Slide 5
Success Factors for Making Business in Korea 7 VDI/VDE-IT,
2011, Survey among 150 German SMEs
Slide 6
Failure Factors 9 Meier zu Kcker et al., 2011,
http://www.tci-network.org/news/314http://www.tci-network.org/news/314
Current and Future Challenges Wind energy goes offshore Food
& packaging advanced packages Manufacturing goes Industry 4.0
Industrial Transformation Processes Biotech & Health ICT &
Medical devices Communication technologies & automotive
Increasing Convergence of Technologies Creative industries Digital
industries Experience industries Emergence of New Industries New
markets, new business models, New value chains Systematic
approaches to internationalise 8
Slide 9
Emerging Industries as Driver for Internationalisation
Slide 10
Percentage of Cross-technological Patents Related to Emerging
Industries Source: European Cluster Observatory, 2015
Slide 11
Cross-sectoral Value Chain of Paper and Packaging Industry
Source: European Cluster Observatory, 2015
Slide 12
Internationalisation The Ideal Case 16 Sources: gerber and
Limmatdruck Zeiler
Slide 13
Communities with Dynamic Cross-sectoral Patterns related to
Advanced Packaging Source: European Cluster Observatory, 2015
Slide 14
Cross-sectoral Value Chain of Blue Growth
Slide 15
Communities with Dynamic Cross-sectoral Value Chain of Blue
Growth Source: European Cluster Observatory, 2015
Slide 16
Clusters Are Different in Terms of Internationalisation
Slide 17
International Cooperation Streams in R&D with Focus on
Emerging Industries
Slide 18
Slide 19
International Business Cooperation Streams with Focus on
Emerging Industries
Slide 20
Develop Regionally, Cooperate Globally
Slide 21
Service Porfolio of Excellent Cluster Management
Slide 22
Internationalisation The Ideal Case 15 Sustainable strategic
partnerships Looking for external partners Among cluster
actors
Slide 23
10 Key Success Factors 10 Internationalisation strategy
developed with cluster participants To know why, when and where to
gor (e. g. new value chains) Cluster management is responsible for
internationalisation Competitive products, technologies (and
companies) Cluster actors are willing and able to invest Innovative
services offered by the cluster management International experience
of cluster management team Good knowledge of international cluster
landscape Involvement of other key actors (export promotion
agencies, Foreign Chamber of Commerce etc.) Patience
Slide 24
10 Steps Towards an Internationalisation Strategy Communication
of the upcoming strategy process among the cluster participants
Selection of stakeholders and cluster actors to be involved SWOT
analysis/analysis of the current demand status and future
expectations Creativity workshops with cluster actors and
stakeholders Additional interviews with selected cluster actors
Deduction of strategic objectives and operational targets
Identification of main action fields Prioritisation of actions and
services Discussion of approach with cluster actors and
stakeholders Agreement on action plan for development and
implementation of services 11
Slide 25
Summary Traditional approaches and key success factors for
cluster internationalisation are not sufficient to address upcoming
industrial needs for internationalisation. 18
Slide 26
Contact Dr. Gerd Meier zu Kcker Institute for Innovation and
Technology Steinplatz 1 10623 Berlin E-Mail: [email protected] Tel.:
+49 30 310078-118 Fax: +49 30 310078-222 19
Slide 27
Prevailing Services of Cluster Organisations in the Context of
Internationalisation 13 ESCA 2013,
