Financing of cluster organisations
© Clusterland Upper Austria Ltd. page 2
Introduction
What you will learn today
Overview about financing systems of cluster organisations
From public to private financing of cluster organisations
Tools for further development of cluster organisations
Financial planning & controlling
© Clusterland Upper Austria Ltd.
Structural change in Upper Austria
page 3
© Clusterland Upper Austria Ltd.
Structural change in Upper Austria
page 4
Low level of innovationStrong Labor
unions
Inefficient
structures
„Global
Player“
Efficient
structures
High level of
innovation
High
growth
rate
4,5% (2011)
Low
unemploy-
ment rate
© Clusterland Upper Austria Ltd.
Upper Austria has a systematicinnovation strategy• Strategic programme „Upper Austria 2000+“
1998 – 2003
3 strategic areas
Programme volume: € 300 m; Upper Austrian contribution: € 80.8 m
Approx. € 20 m for cluster setup
• Strategic programme „Innovative Upper Autria 2010“
2005 – 2010
5 strategic areas
Programme volume: € 600 m; Upper Austrian contribution: € 200 m
Approx. 5% for professionalising of cluster and network initiatives
• Strategic programme „Innovative Upper Austria 2010plus“
2010 – 2013
5 strategic areas
Programme volume: € 450 m; Upper Austrian contribution: € 150 m
• Strategic economic and research program „Innovative Upper Austria 2020“
2014 – 2020
4 key strategies (site development, industrial market leadership, internationalisation,
technologies of the future)
5 fields of activity (industrial production processes, energy, health / aging society,
food / nutrition, mobility / logistics)
Programme volume: € 1,35 b; Upper Austrian contribution: € 450 m
18 June 2014
Page 5
© Clusterland Upper Austria Ltd.
Foundation of clusters & networks
18 June 2014 Page 6
19981999
2000
2002
20032004 2006
2009Until 2009-11 „Network
Environmental Technology“
PlasticsAutomotive
Furniture & Timber
Health Technology
Mechatronics
Resource- andEnergy Efficiency
EnvironmentalTechnology
Human Resources
2013
Information Technology
Ecoenergy(Upper Austrian
Energiesparverband)
Food(Upper Austrian
Chamber of Commerce)
Logistics(Association for Network
Logistics)
(since 2005)
© Clusterland Upper Austria Ltd. 18. Juni 2014© Clusterland Oberösterreich GmbH
Seite 7
„Matrix“ Servicing of Upper Austrian Companies
© Clusterland Upper Austria Ltd. page 8
Financing of Clusters and Networks
• Different financing models
© Clusterland Upper Austria Ltd. page 9
Financing of cluster organisations in starting phase
At the beginning the responsible body for cluster management should
have a sufficient budget from public authorities to conduct
significant projects without seeking separate funding
Well-funded cluster organisations in the starting phase are more likely
to pursue certain objectives, including building up the network, first
cooperation projects, first qualification and training activities
They are better off in increasing cluster size and in improving
competitiveness by initiating first cooperation projects as they don’t
have to struggle for additional funding
BUT: Make sure to charge fees for offered cluster services from
the very beginning!
© Clusterland Upper Austria Ltd. page 10
Sustainable financing models for cluster initiatives
Generally, there are three different types of financing:
Open-end public funding
Some groups share the opinion that permanent subsidisation can lead to
inefficiency in cluster management and cluster organisations. Interestingly,
representatives of this argument are not only to be found in the corporate sector
but in the institutional sector as well.
Temporary public funding and complete shift to private funding
Other groups are of the opinion that the cluster organisations should be
limited in time in order to prevent the possibility of permanent subsidisation and
should also allow room for industry driven investment. At a certain point of
time public authorities deboard as primary investors and companies or other
private institutions come into play.
© Clusterland Upper Austria Ltd. page 11
Sustainable financing models for cluster initiatives
Public / private funding
A cluster organisation could be financed with public money in combination
with services against payment. In the course of time the public funding will
decrease and the contribution of the companies will rise.
Often a cluster organisation is planned and (co-) funded by the regional authorities
for a period of 2-5 years with the objective of extending the funding of further 2-5
years. After these years, the cluster should mostly be self sustainable and hardly
any more government funding should be needed.
In our opinion it is very difficult that public (gouvernment, etc.) bodies can
deboard as funding partners for the cluster after only 2-5 years. They will have to
subsidise the cluster at least to some substantial extent (10-50%) to get out
real benefits of clustering (clusters are a long term strategy to boost regional
economy!!)
© Clusterland Upper Austria Ltd. page 12
Development of self-financing rate of Upper Austrian cluster initiatives
Substantial contribution at the beginnig from the local government
(Upper Austrian government‘s “Fund for the Future”) – € 20 million
from 1998 – 2005; € 15 million from 2005 – 2010; 6,4 million from
2010-2013
Strong commitment to a private-public-partnership (PPP) financial
system from the beginning
Steady increase
in the level of
self-financing
to 70+ %
at a rate of rd.
10 % per year
© Clusterland Upper Austria Ltd. page 13
Development of self-financing rate of Upper Austrian cluster initiatives
Rise in sales (membership fees, services, projects etc.) by +336%
(2005 = € 1,266.203 up to 2012 = € 4,255.951 => + € 2,989.748)
Increase in marterial costs by +37%
(2006 = € 1,946.695 (2005 is not compareable) up to 2012 =
€ 2,677.876 => + € 731.181
Increase of personal costs by + 23%
(2005 = € 2,164.424 down to 2012 = € 2,658.735 => + € 494.311)
Rise of self-financing-rate from 42% in 2005 up to 75 % in 2011
Rise of self-financing-rate up to 95,3% in some clusters in 2011
© Clusterland Upper Austria Ltd. page 14
Distribution of revenues Clusterland Ltd.2011
© Clusterland Upper Austria Ltd.
From public to private financing of cluster organisations
• Example Mechatronics Cluster
page 15
© Clusterland Upper Austria Ltd. page 16
Financial development of MC 2006-2011
© Clusterland Upper Austria Ltd. page 17
Financial development of MC 2005-2011
© Clusterland Upper Austria Ltd. page 18
INFORMATION & COMMUNICATION
Quarterly journals, partner profiles, company visits, etc.
Revenues 2006 – 2011 from € 2.670 to € 37.010 -> + 1.286%
Cost of Materials 2006 – 2011 from € 17.300 to € 22.843 -> + 32%
QUALIFICATION & TRAINING
Conferences, experts & regular meetings, company tours, seminars, event management, etc.
Revenues 2006 – 2011 from € 85.060 to € 176.048 -> + 107%
Cost of Materials 2006 – 2011 from € 62.300 to € 116.254 -> + 86%
COOPERATION
Initiation, project management services, moderation of experience exchange groups, etc.
Revenues 2006 – 2011 from € 6.660 to € 59.600 -> + 795%
Cost of Materials 2006 – 2011 from € 4.870 to € 21.589 -> + 343%
Financial development of MC 2006-2011
© Clusterland Upper Austria Ltd. page 19
MARKETING & PR
Info-materials, fairs & exhibitions, marketing & pr services, location/sector marketing, etc.
Revenues 2006 – 2011 from € 9.470 to € 63.586 -> + 571%
Cost of Materials 2006 – 2011 from € 19.390 to € 65.419 -> + 237%
INTERNATIONALISATION
Participation in international projects, exhibitions, etc.
Revenues 2006 – 2011 from € 15.132 to € 102.692 -> + 578%
Cost of Materials 2006 – 2011 from € 10.147 to € 36.146 -> + 256%
INTERNAL
Advisory board, membership-fees, internal organisation, cooperation with other regions etc.
Revenues 2006 – 2011 from € 91.706 to € 213.817 -> + 133%
Cost of Materials 2006 – 2011 from € 3.947 to € 52.849 -> + 1.238%
TOTAL
Revenues 2006 – 2011 from € 210.700 to € 672.370 -> + 219%
Cost of Materials 2006 – 2011 from € 118.070 to € 317.355 -> + 168%
Financial development of MC 2006-2011
© Clusterland Upper Austria Ltd. page 20
Tools for further development of cluster organisations
• Financial planning and controlling
© Clusterland Upper Austria Ltd. page 21
Financial planning and controllingSubmission of budget, 30.11.
Annual report for regional government
Supervisory Board
Meeting,
recommendation of
company statement
Kick-off Planning &
Strategy Process 22.3.
Development / Planning
of Cross-Cluster
activities (B04-E05)
Mid-term check of MbO
interviews (B-E05)
Strategy Meetings of
Clusters/Networks
(M05-M07)
Supervisory Board Meeting, recommendation of annual
estimate (M06)
Annual estimate for
regional government + 3 year forecast (B07)
Strategy Meeting Cluster/Network-
Managers
Budget planning of
clusters/networks (M07-E08)
Mid-term report for reg.
government, forecast for
regional funding (M08)
Budget consolidation (B09-
M09)
Budget finalization (M09-
B10)
Supervisory Board Meeting, approval of
budget and activity plan (B11)
MbO interviewsexecutives (CM/NM)
MbO interviews
employees
270°Feedback,
exchange of MbOtargets
Planning Cycle
Company Info-Meeting 1
Company Info-Meeting 2
Company Info-Meeting 3
Company Info-Meeting 4
© Clusterland Upper Austria Ltd. page 22
Financial planning and controlling
Repayment by regional government of Upper
Austria
Revenues from companies and
projects
Total: xxx.xxx €
© Clusterland Upper Austria Ltd. page 23
Sources of government grants
Total: xxx.xxx €
Repayment by regional
government of Upper Austria
Revenues from companies and
projects
EFRE Fundings
Budget of Ministry of
Economics of Upper Austria
6 Clusters
2 Networks + 1 Cluster
© Clusterland Upper Austria Ltd. page 24
Financial planning and controlling
Tools for further development of cluster organisations
Former financing system of cluster organisations
© Clusterland Upper Austria Ltd. page 25
Financial planning and controlling
Tools for further development of cluster organisations
Financial planning
Shareholder define the general conditions (funding, degree of self financing
ratio, budget and general conditions for number of employees)
Cluster teams prepare annual financial and activity plans in coordination
with the advisory boards
Monthly cost accounting from the finance department
Inter divisional quarterly and annual controlling reports with a medium-term
and long-term review and outlook
© Clusterland Upper Austria Ltd. page 26
Financial planning and controlling
Tools for further development of cluster organisations
Controlling
Annually two meetings of the advisory council of the Clusterland GmbH
Annually three meetings per year of the advisory boards (AC, KC, MHC,
GC, MC)
Monthly inter divisional meetings of the cluster managers
Monthly inter divisional meetings of the project managers
Weekly meetings of the cluster teams
© Clusterland Upper Austria Ltd.
Environmental Technology
Cluster
Organigram
18 June 2014© Clusterland Upper Austria Ltd
Page 27
General AssemblyTMG
Upper Austrian Chamber of CommerceFederation of Austrian Industry
ManagementWerner Pamminger
AutomotiveCluster
Wolfgang Komatz
MechatronicsCluster
Christian Altmann
PlasticsCluster
Christian Altmann
Furniture &Timber
constructionCluster
Erich Gaffal
Health TechnologyCluster
Philipp Wittmann
InformationTechnology
Cluster
RobertStubenrauch
A. BoardSpeaker: Ing.
RudolfMark
Advisory BoardSpeaker: Josef Kinast
Network Resource- and
EnergyEfficiency
A. BoardSpeaker: Mag.
UlrikeRabmer-Koller
Network Human
Resources
AndreasGeiblinger
A. BoardSpeaker: DI Dr.
FriedrichKastner
A. BoardSpeaker: Mag.
Roland Ragailler
A. BoardSpeaker: Mag.
Michael Farthofer
A. BoardSpeaker: Prok.
WolfgangRathner
A. BoardSpeaker: Ing.
Manfred Huemer
ManagementServices
AndreaHeiml
CoordinationEU Projects
Werner Pamminger
A. Board
Elmar Paireder
© Clusterland Upper Austria Ltd. page 28
Revenues:-Turnover with activities- partner fees- project revenues- public subsidies
Costs:- personnel- materials
Contribution:- IT- Acounting- Human ressources- Monthly rent- Other indirect costs
plan/actual costcomparison
Financial outlook
Clusterland Oberösterreich Ges.m.b.H.
Beschreibung
Vorjahresvergleich Ist-Plan / VergleichJahresvorschau
IST - VJ ISTAbweichung
PLANAbweichung
absolut in % absolut in % IST Budget Vorschau
01-03/2007 01-03/2008 01-03/2008 2007 2008 2008
UMSÄTZE
Erlöse 328.705 243.426 -85.279 -25,9% 249.831 -6.405 -2,6% 1.265.658 1.307.117 1.307.117
Partnerbeiträge 155.619 172.488 16.869 10,8% 186.498 -14.010 -7,5% 653.591 692.990 692.990
Förderungen (EU, Bund, Sonstige,..) 435.163 146.326 -288.837 -66,4% 189.119 -42.793 -22,6% 748.487 522.837 522.837
Bestandsveränderung -216.133 32.399 248.531 -115,0% -52.517 84.916 -161,7% -180.943 -31.217 -31.217
Zuw. Bewertungsreserve 0 0 0,0% 0 0,0% -21.529 0
Aufl. Bewertungsreserve 0 1.225 1.225 100,0% 1.225 100,0% 637 0
Basis Netzwerkförderungen 100.715 120.567 19.852 19,7% 125.000 -4.433 -3,5% 487.394 500.000 500.000
Abgangsdeckung Sonderaktivitäten 0 18.288 18.288 100,0% 51.406 -33.118 -64,4% 0 205.632 205.632
SUMME UMSÄTZE 804.069 734.718 -69.351 -8,6% 749.337 -14.618 -2,0% 2.953.294 3.197.359 3.197.359
KOSTEN
Direkte Personalkosten -538.578 -522.533 16.045 -3,0% -564.811 42.278 -7,5% -2.110.659 -2.172.388 -2.172.388
Direkte Sachkosten -333.156 -397.381 -64.224 19,3% -457.557 60.176 -13,2% -1.851.876 -2.007.742 -2.007.742
SUMME DIREKTE KOSTEN -871.735 -919.914 -48.179 5,5% -1.022.368 102.454 -10,0% -3.962.534 -4.180.131 -4.180.131
0 0,0%
DB I -67.665 -185.196 -117.530 173,7% -273.032 87.836 -32,2% -1.009.240 -982.772 -982.772
Direkte Verwaltungskosten -66.491 -83.729 -17.238 25,9% -90.369 6.640 -7,3% -316.016 -361.728 -361.728
DB II -134.156 -268.925 -134.768 100,5% -363.401 94.476 -26,0% -1.325.256 -1.344.500 -1.344.500
UMLAGEN
Umlage I (aus CL) 0 0 0 0,0% 0 0 0,0% 0 0 0
Umlage II (aus WV TMG) 0 0 0 0,0% 0 0 0,0% 0 0 0
SUMME UMLAGEN 0 0 0 0,0% 0 0 0,0% 0 0 0
Abgangsdeckung Kernaktivitäten -134.156 -268.925 -134.769 100,5% -363.401 94.476 -26,0% -1.325.256 -1.344.500 -1.344.500
Selbstfinanzierungsgrad 75,0% 59,4% 15,6% 51,5% -7,9% 57,6% 54,9% 54,9%
Summe Betriebsleistung 938.225 1.003.643 1.112.737 4.278.550 4.541.859 4.541.859
Summe Gesamtkosten -938.226 -1.003.643 -1.112.737 -4.278.550 -4.541.859 -4.541.859
© Clusterland Upper Austria Ltd. page 29
Financial planning and controlling
Tools for further development of cluster organisations
Overview about selffinancing ratiodevelopment in eachdepartment
© Clusterland Upper Austria Ltd. page 30
Report for Supervisory / Advisory Boards
© Clusterland Upper Austria Ltd.
Contact & Information
Christoph Matthias Reiss-SchmidtHead of International Projects Clusterland Oberösterreich GmbH
Tel: +43 732 79810-5157Fax: +43 732 79810-5110Mobile: +43 664 8186586E-Mail: [email protected]
Clusterland Oberösterreich GmbH supports cluster and network initiatives. It
promotes innovation through cooperation and competence in order to enhance the
competitiveness of enterprises.
All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or
distributed in any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.
18 June 2014Page 31
© Clusterland Upper Austria Ltd.
Coffee Break: 15:30-16:00
18. Juni 2014
Seite 32
© Clusterland Upper Austria Ltd.
16:00-16:30 Group work: How to measure success of Cluster organizations
page 33
© Clusterland Upper Austria Ltd.
16:30-17:00 Presentation of Group work results and discussion
page 34
Evaluation & measuring tools of our cluster organisations performance
© Clusterland Upper Austria Ltd. page 36
Introduction
• What you will learn today
Overview about the evaluation and performance measurement
system within COG
Different requirements concerning reporting
Key performance indicators to trigger network success
Customer satisfaction/retention evaluation process
Customer Segmentation
© Clusterland Upper Austria Ltd. page 37
Monitoring
•• How to report success of cluster organisations
© Clusterland Upper Austria Ltd.
Willing-ness of
companiesto contribute
Self financing
Regularanalysis ofcustomer
satisfaction
DifferentInput-Output indicators (partnercompanies, cooperation projects,
event participants…)
LEVEL OF ACTIVITIES qualitative/quantitative
How to measure success of clusters andnetworks?
page 3
© Clusterland Upper Austria Ltd. page 39
Requirements on evaluation & measuring tools are manifold
page 39
Interested Environment
Evaluation &
Performance
Measurement
Internal• CEO• Cluster and networks• Advisory board• Supervisory board
External• Politicians• Stakeholders
• Media
• Partner companies
• Associations
AdvisoryBoards
Government
Upper Austria
TMGInternat.
Cluster-Orgas
SupervisoryBoard TMG
Federal
Association of
Industry
Chamber of
Commerce
Cluster-Managers
PartnerCompanies
AC
Politicians
Internat.
Consultants
CEOClusterland
EU
Nat. Cluster-
Strategy
Employees
CEOTMG
State Minister
of Economic
Affairs
Governor of
Upper Austria
PartnerCompanies
KCPartner
CompaniesMHC
PartnerCompanies
GC
PartnerCompanies
MC
PartnerCompanies
NDMPartner
CompaniesNUT
PartnerCompanies
NHR
Potential
Partner
Companies
Potential
Partner
Companies
Ministry of
Economy
Ministry of
Technology
Statistical Data
MediaSeveral
Associations
© Clusterland Upper Austria Ltd. page 40
Different reporting tools/systems to meet various interests
• 4 different systems for performance measurement and
evaluation
Report for Supervisory/Advisory Boards (quaterly)
Report for Upper Austrian Government (semi-annually)
Report on Key Performance Indicators (quaterly, annually)
Customer Satisfaction Evaluation (annually)
© Clusterland Upper Austria Ltd. page 41
Idea: comprehensive information service about Clusterland for various needs
Content / Evaluation and
Performance DATA
Report forSupervisory/Ad-visory Boards
Report forUpper Austrian Government
Report on Key Performance
Indicators
Customer Satisfaction Evaluation
Policy
level
Internal
Use
Public level
EU level
Company
level
© Clusterland Upper Austria Ltd. page 42
Report for Supervisory / Advisory Boards
• Regular information about cluster and network activities
Published on a quaterly basis
Information about
events, trainings, seminars
submitted cooperation projects, finished cooperation projects
special activities (like awards, marketing campaigns, etc.)
submitted national and international projects
Additional information for Advisory Boards
comparison of target and actual business results (traffic-light system)
forecast for the rest of the year
© Clusterland Upper Austria Ltd. page 43
Report for Supervisory / Advisory Boards
© Clusterland Upper Austria Ltd. page 44
Report for theUpper Austrian Government
• Regular information about cluster and network activities and
financial situation of clusters and networks
Published on a half yearly basis
Information about
events, trainings, seminars
submitted cooperation projects, finished cooperation projects
special activities (like awards, marketing campaigns, etc.)
submitted national and international projects
detailed comparison of target and actual business results
detailed forecast of financial situation of the individual cluster and networks
overview about main key performance indicators
© Clusterland Upper Austria Ltd. page 45
Report for theUpper Austrian Government
Detailed comparison of target and actual business results
Personnel and personnel operating figures
Order situation of regional/national and EU funded projects
Investments
Financial situation
Profit and loss statement
Statement of financial condition
© Clusterland Upper Austria Ltd. page 46
Report for theUpper Austrian Government
Detailed forecast of financial situation of the individual clusters
and networks
Turnover (revenues, membership fees, subsidies, annual basic funding)
Costs (personnel costs, non-personnel-costs)
Administration costs
Cost allocation of TMG and COG
Self financing ratio
Required basic funding by regional government
© Clusterland Upper Austria Ltd. page 47
Report on Key Performance Indicators
• Regular information about key performance indicators to
evaluate
• cluster and network success
Published on a quarterly and annually basis
Information about
Cluster / network structure
Information/communication and qualification
Cooperation projects
© Clusterland Upper Austria Ltd. page 48
Report on Key Performance Indicators
Detailed catalogue on key performance indicators like
Percentage of SME within cluster / network
Average annual partner fee within cluster / network
Number of producing partner companies or retailers
Number of new partner companies within period / number of leaving partners
within period
Average R&D quote within cluster/network
Number of press reports in professional journals about cluster / network
Number of participants within events since establishment of cluster / network
Number of hosting delegations from abroad
Project volume of cooperation projects since establishment of the cluster /
network…
© Clusterland Upper Austria Ltd. page 49
Report on Key Performance Indicators
© Clusterland Upper Austria Ltd. page 50
Report on Key Performance Indicators
© Clusterland Upper Austria Ltd. page 51
Report on Key Performance Indicators
© Clusterland Upper Austria Ltd. page 52
Report on Key Performance Indicators
© Clusterland Upper Austria Ltd. page 53
Report on Key Performance Indicators
© Clusterland Upper Austria Ltd. page 54
Evaluation
•• How to measure success of cluster organisations
© Clusterland Upper Austria Ltd. page 55
Customer satisfaction evaluation process
• Evaluation
Clusterland has undergone regular evaluation processes since
the establishment of cluster organisations in 1998
1999: Strategic programme Upper Austria 2000+, specific focus on cluster
organisations
2001: External evaluation of all Upper Austrian clusters, specific focus on
clusters in the Upper Austria innovation network
2003 - 2006: Individual analysis of cluster organisations (e.g. master thesis,
academic analysis from universities in Linz , Vienna and Graz)
2007: First complete partner survey (all cluster partners were asked the same
questions) => owners of Clusterland decide to do the partner analysis on a
regular basis (http://www.market.at/)
© Clusterland Upper Austria Ltd. page 56
Customer satisfaction evaluation process
• Overview of results of Clusterland evaluation 2007 – evaluation
• concept
One key objective in the mid-term strategy of Clusterland Upper
Austria is to carry out partner surveys and analysis on a regular
basis – to elaborate a customer satisfaction / customer retention
index
Internal group within Clusterland worked out a detailed concept
together with the Institute for Retailing, Sales and Marketing
from the university in Linz
© Clusterland Upper Austria Ltd. page 57
Customer satisfaction evaluation process
• Overview of results of Clusterland evaluation 2007 – evaluation
• concept
Key objectives
Customer satisfaction index
Awareness of offered services
Quality of offered services
Customer service
Ideas and demand for further services
Based on the experiences made 2007 Clusterland will now carry
out evaluations on a regular basis together with professional
opinion research institutes
© Clusterland Upper Austria Ltd. page 58
Customer satisfaction evaluation process• Highlights 2007
© Clusterland Upper Austria Ltd. page 59
Customer satisfaction evaluation process• Highlights 2007
© Clusterland Upper Austria Ltd. page 60
Customer satisfaction evaluation process
• Lessons learned from evaluation 2007
Strong interest among automotive, plastics and mechatronics to
work together with each other
Social Network Analysis in the automotive, plastics and mechatronics
industry to learn more about connections and further cooperation potential
Cross-cluster/cross-network activities (e.g. joint advisory board meetings,
common events, trainings and seminars)
Companies lack certain standard of network competence
Show and communicate success stories of cooperation projects
Training / workshops to enhance network competence within cluster companies
5_Wertschöpfungsne
tzwerk.pdf
Social Network
Analysis Picture.pdf
080131_Beirat 048.jpg
080131_Beirat 019.jpg
Folder_Energieeffizienz_Druck_WEB.pdf
© Clusterland Upper Austria Ltd. page 61
Customer satisfaction evaluation process• Highlights 2009 – Customer retention index
© Clusterland Upper Austria Ltd. page 62
Customer satisfaction evaluation process• Highlights 2009 – Customer retention index
© Clusterland Upper Austria Ltd. page 63
Customer satisfaction evaluation process• Highlights 2009 – Customer retention index
© Clusterland Upper Austria Ltd. page 64
Customer satisfaction evaluation process
• Lessons learned from evaluation 2009
Customer retention
The more partners actively participate in cluster activities, the higher customer
retention is
Rise / improve contact with partner companies, active cooperation initiation
C3 - Cooperation Competence Center – Innovation through
Cooperation
There is a need / desire for better assistance within cooperation projects (from
initiation of project consortiums to project management to finishing of
cooperation projects)
Set-up of an internal working group to develop of a cooperation oriented service
portfolio
© Clusterland Upper Austria Ltd. page 65
Professionalization of cluster servicesInnovation through Cooperation
Yesterday Today Tomorrow
Market demand
Offered product/ technology
portfolio
Distribution of value
creation on more
and more
companies
increasing needfor cooperation
Lessons learned from evaluation 2009
© Clusterland Upper Austria Ltd. page 66
Professionalization of cluster servicesInnovation through Cooperation
Initiation• seize actual sector/branch topics• concretise cooperation potentials• search for cooperation partners• consulting for financing and funding
Planning• definition of project framework• creation of cooperation group• clarification of roles and targets• assistance with action-, time and
cost-plan
Implementation• project management and controlling• organisation and moderation of
meetings• neutral interface• contact for expert know-how
Finalization• final project meeting• evaluation of project success• dissemination of results• future cooperation potential
Lessons learned from evaluation 2009
© Clusterland Upper Austria Ltd. page 67
Professionalization of cluster servicesInnovation through Cooperation
We are the competence center for co-operationfor business networks
We initiate and support cooperation
Lessons learned from evaluation 2009
© Clusterland Upper Austria Ltd. page 68
Customer satisfaction evaluation process• Highlights 2011 – Customer retention index
© Clusterland Upper Austria Ltd. page 69
Customer satisfaction evaluation process• Highlights 2011 – Customer retention index
© Clusterland Upper Austria Ltd. page 70
Customer satisfaction evaluation process• Highlights 2011 – Customer retention index
© Clusterland Upper Austria Ltd. page 71
Customer satisfaction evaluation process
• Lessons learned from evaluation 2011
Lager networks – more projects – less time for partner service
Clusters/networks have grown since 2009, more projects have been initiated,
same ressources in terms of FTE‘s
-> partners tend to claim about too little time spent by cluster personell for
caring about their needs and desires
Customer Touch Points – ABCD-Classification of Partners
Strategic planning & management of Customer Touch Points
ABCD-Classification of Partners in each cluster
New CRM-System -> DUKE
© Clusterland Upper Austria Ltd.
Selection of business domainDiscussion
What are specific capabilities (bundels of skills and ressources) in your
organization?
Which benefits do you want to provide whith these capabilities to the customer?
Who is potentially interested in these benefits, with whom do you want to work
together?
Where/In which field of business do you want to be active?page 72
© Clusterland Upper Austria Ltd. page 73
Customer segmentation
© Clusterland Upper Austria Ltd. page 74
Why customer segmentation is important
The 3D View – Three Dimensions of Competitiveness
All three of them are important, but you can only excel in one – and
should therefore choose your focus
Competitive edge based on cost (and price competition)
is not sustainable in the long term: product leadership
is short-lived, too
Technology moves fast and even products that are not
overtaken are easily replicated
Customer centricity is about long term relationships,
therefore provides sustainable advantages
It also results in added competitiveness in the other two dimensions
© Clusterland Upper Austria Ltd. page 75
Different customers by value
© Clusterland Upper Austria Ltd. page 76
Different customers by value
„sleeper
agent“„copy-cat“
„heavy
user“„moralist“
Activity within the Cluster; Willingness to financially contribute
Attractiveness for the
Cluster or other Partners
© Clusterland Upper Austria Ltd. page 77
Different customers by valueDiscussion
How do you distinguish between customers?
Which criterias could come into play?
What is the difference between „heavy-users“ of cluster services
versus „poor dogs / sleeping agents“ in your organization?
© Clusterland Upper Austria Ltd. page 78
Different customers by value
Fundamentals The link to value
Any business only exists if it
has a customer
In satisfying needs a business
provides value
Customers have specificneeds that have to be
satisfied
Products and servicesrepresent value to the one
with needs (the customer)
A business only exists tosatisfy specific needs
In the process of satisfyingneeds value „changes hands“
© Clusterland Upper Austria Ltd. page 79
Customer profiles
Customer profiles (Who they are?)
Set of (static) attributes allowing reasonable
assumptions, e.g. „families with babies need
diapers“, „teenagers need smartphones“,
„companies with vehicle fleets need motor
insurance“
Customer behaviour (What they do?)
Based on assumptions like „beer drinkers are
more likely to choose beer over wine“ or „once
a gambler, always a gambler“
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Different customer profiles require different services
KNOWLEDGE DRIVEN
Seeking for experts knowledge and
information
OUTSOURCERoutsourcing of
activities, subcontracting
SALESMANSeeking for new
sales potential and market opportunities
TEAMPLAYERCooperation &
collaboration, joint activities
NETWORKERSystem impact,
image, reputation, visibility within
network
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Classification of customers
„sleeper
agent“„copy-cat“
„heavy
user“„moralist“
Activity within the Cluster
Attractiveness for theCluster or other partners
AB
DC
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Contact logistics
© Clusterland Upper Austria Ltd.
Contact & Information
Christoph Matthias Reiss-SchmidtHead of International Projects Clusterland Oberösterreich GmbH
Tel: +43 732 79810-5157Fax: +43 732 79810-5110Mobile: +43 664 8186586E-Mail: [email protected]
Clusterland Oberösterreich GmbH supports cluster and network initiatives. It
promotes innovation through cooperation and competence in order to enhance the
competitiveness of enterprises.
All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or
distributed in any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.
18 June 2014© Clusterland Upper
Austria Ltd
Page 83