Cluster Management Services - From a Singular Approach Towards a Service Portfolio

Business Services Offered by Cluster Organisation

Dr. Gerd Meier zu KöckerDirektoriit – Institute for Innovation and Technology

Kehl, 8. Januar 2016

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Cluster – Cluster Initiative – Cluster Management

© VDI/VDE-IT 03.05.2023

Framework conditions(e.g. infrastructure, regulation, work force, level of education, image, macro economy)

Cluster participants(business, research, public agencies)

Cluster management organization

3Source: Lämmer-Gamp, Meier zu Köcker, Christensen, Clusters are Individuals, 2011

Quality and Intensity of Business Services

Provided by the Cluster Managements Make the Difference

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Higher Intensity of Cooperation within Clusters

Leads to Higher Monetary Added-values

All actors Actors that cooperate more intensive than others

Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company

low similar high

low similar high

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Firms in Clusters Are Performing Better…..….. than the Sector-specific Average

Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company

Much better

Better

Similar

Slightly worse

Much worse

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Case study: Monetary added-value for SMEs in an Automotive cluster

Higher Intensity of Involvement Leads to Higher Monetary Added-values

EUR / p. a.

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Why?How?European ApproachRole of Cluster Policy

Herausforderung – Entwickeln Sie ein Servicespektrum für Ihre Clusterinitiative

Welche Schritte sind erforderlich ?

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Cluster Key Actors

SMEs

Large Enterprises

ResearchInstitutes

Service Providers

Universities

Education& Training

Clustermanagment

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Free Riders

Reactive Actors

Active Actors

Key Drivers

• Selfish• Non-cooperative

• Sleeping giants• Can be transform from

non-cooperative to cooperative actors

• Hidden Champions• Cooperative actors

• Pearls within cluster• Self-motivated

Composition of Cluster Actors

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Tool for Cluster Initiative Mapping

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Emerging Growth Maturity Tranformation

Time

Gra

de o

f net

wor

king

Data base

Other tools

Data From CoC

Actors analysis

ValueChain

Analysis

Networ-king

analysis

VisualRaod-

mapping

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Tool : Actor Analysis

Demand profile – Actor mapping – Actors analysis What are key objectives What competences, products, proccesses are already available Who is missing, what competences are missing Who can significantly contribute to cluster objectives Are strategic partners missing Is there a good balance between SME, global player and R&D institutions

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Tool: Networking Analysis

Networking analysis Who already cooperates with whom Which key actors / lead partnern have to be involved einbeziehen Who cooperated with partners in the region, but not involved in cluster

activities

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13

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Tool : Networking Analysis

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Tool : Value Chain Analysis

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The real case: networking analysis of B2B cooperation

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Tool: Value Chain Analysis

Regional coverage of Biogas value chain

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Tool: Value Chain Analysis

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Tool : Visual-Roadmapping-Methode

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Tool : Visual-Roadmapping-Methode

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Stag Hunt Game

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Vorteile für aktive Mitglieder und Free Riders von Cluster Initiativen

Cluster Initiativen mit Mitgliedsbeiträgen

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Clustermanagement Services in Abhängigkeit vom Vertrauen und Investitionsbereitschaft der Mitglieder

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Cluster Management Services Adapted to Level of Maturity

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Priority Setting for Business Services

Relevance of expectations

low moderate high

Very high

High

Moderate

Low

Very low

Leve

l of s

atisf

actio

n

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Supporting Cluster Managers to Design New Services for SME in Emerging Industries

Trend 4

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SWEEP-NET – The Real Case

• Young network

• Expectation of member unknown

• No tailor-made services offered

• No synergies gained

• Need to increase share of private

financing

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First Three Key Actions

Mapping of members

Grouping of members

Analysing expectation

s and demands

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Local authorities Regional goverments Private sector (service providers, technology providers, private consultants) International organisations / donors Non-Governmental Institutions Academia / educational institutes

Main Customers / Clients of SWEEP-Net

Mapping of members

Grouping of members

Analysing expectations and demands

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Group WorkingWhat are characteristic expectations of selected target groups?

Local authorities Regional goverments SME Global firms International organisations / donors Non-Governmental Institutions Academia / educational institutes

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Contribution to the fulfillment of political goals Demand oriented assistance Access to knowledge, information and key actors Capacity building Support in becoming prepared and eligible for entering international projects Project and financial management

Expectations of Governmental Authorities

3232

Access to knowledge, information and market trends Capacity building Generation of new business / matchmaking Support in increasing innovation capabilities Increased visibility Support in internationalization Improved visibility towards policy and administration Access to local markets

Expectations of Private Sector

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Fine Tuning of Cluster Actor‘s Expectations (I)

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Fine Tuning of Cluster Actor‘s Expectations (II)

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Added-values provided by the Cluster Management

Bundling regional competences of industry and academia Increased visibility Marketing, public relations Networking with internal or external partners and political lobbying Community building Stimulation of innovations processes between different actors Project fund acquisition and access to public support programmes Information and experience exchange between the cluster actors /

external Human resources / Recruiting Support regarding internationalisation Engaging in collaborative R&D development and transfer

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Contribution to the fulfillment of political goalsSWEEP NET can be used by governmental authorities as an active tool to fulfill political objectives.

Demand oriented assistanceDue to its knowledge, competence and international links, the SWEEP NET Secretary can actively

support governmental authorities in solving day-to-day issues as well as to support them to fulfill long term political objectives.

Access to knowledge, information and key actorsLocal authorities are interested in having easy access to knowledge, information and key actors.

SWEEP-NET Secretary can satisfy this demand by providing information and experience exchange, matchmaking etc

Capacity buildingIn the MENA region there is still are strong need for capacity building and international

experience exchange on all levels. Governmental authorities are interested in SWEEP NET Secretary to provide training schemes for capacity building

Turning Expectations into SynergiesGovernmental Authorities (I)

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Support in becoming prepared and eligible for entering international projectsEntering international projects or becoming eligible for getting funded is of increasing importance

for local authorities. SWEEP-Net Secretary can advice the candidate under which preconditions they are eligible to apply for funding or enter international projects.

Project and financial managementGovernmental authorities are often interested in joining international projects for various reasons.

However, they do not like to be bothered with administrative or project management issues. This can be covered by the SWEEP-NET Secretary

Turning Expectations into SynergiesGovernmental Authorities (II)

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Access to knowledge, information and market trendsThe private sector has issues in getting access to knowledge and relevant market trends. SWEEP-

NET can satisfy this demand by providing information and experience exchange, matchmaking etc. Capacity buildingIn the MENA region there is still are strong need for capacity building and international experience

exchange on all levels. Private Sector is interested in SWEEP NET to provide training schemes. Generation of new business / matchmakingBy entering SWEEP-NET private actors expect getting better access to relevant partner or potential

clients in order to generate new business. Innovation

SWM often asks for new solutions or the application of new technologies. Entering the SWEEP- NET community could facilitate the private actors to get in touch with the other partners to become more innovative or to match complementary competences.

Increased visibilityJoining the SWEEP NET could increase regional, national and international visibility of

private actors, especially those who are not known in the relevant markets.

Turning Expectations into SynergiesPrivate Sector (I)

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Support in internationalizationOften relevant markets in certain MENA-countries are limited and private sector actors are

interested in getting access to foreign markets. SWEEP-NET is expected by private actors to offer support in this respect.

Improved visibility towards policy and administrationPrivate actors often expect SWEET-NET to support them in getting access to decision makers from

policy and administration. This also often contain lobbying and advocating in favour for the private sector.

Turning Expectations into SynergiesPrivate Sector (II)

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• Clusters are Individuals

• Cluster Mapping

• Analysing the demand of cluster actors

• Creating synergies

• Developing a demand oriented services spectrum

LESSONS TO BE LEARNED IN THIS MODUL

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From Synergies to Demand Oriented Services for Public Sector

(1) Working Groups(2) Coaching „Good SWM Policy“(3) Networking, Matchmaking(4) AWARDs(5) Technical / Policy Papers(6) Access to Information(7) Advice Materplanning issues „Marakesh Declaration“(8) Accessing International Projects(9) Access to Key Actors(10) Access to External Workshops(11) SWEEP-Net Workshops

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Priorisation of Services for Public Sector Lo

w

mod

erat

e

hig

h

Vis

ibili

ty

Degree of difficulty / time needed for implementing

Difficult / long moderate easy / short

11

10

98

7

65

43

2

1

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a. SWM-Benchmarkingb. Labelling „Green Location“c. Fitness Test „International Projects“d. Support in Getting Access to International Projectse. Cost / Benefit calculations SWMf. Tech-Transferg. Services to Increase Visibility of Companies h. Support in Internationalisation i. Training and education j. Services related to International Projects

From Synergies to Demand Oriented Services for Private Sector

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Low

m

oder

ate

hig

h

Impa

ct o

n re

cogn

ition

/ re

puta

tion

Degree of difficulty / velocity to implement

Difficult / slow moderate easy / fast

ji

h

g

a

b

d

f

e

c

Priorisation of Services for Private Sector

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Priorised Service Spectrum for Public Sector

(1) Working Groups(2) Coaching „Good SWM Policy“(3) Networking, Matchmaking(4) AWARDs(5) Technical / Policy Papers(6) Access to Information(7) Advice Materplanning issues „Marakesh Declaration“(8) Accessing International Projects(9) Access to Key Actors(10) Access to External Workshops(11) SWEEP-Net Workshops

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a. SWM-Benchmarkingb. Labelling „Green Location“c. Fitness Test „International Projects“d. Support in Getting Access to International Projectse. Cost / Benefit calculations SWMf. Tech-Transferg. Services to Increase Visibility of Companies h. Support in Internationalisation i. Training and education j. Services related to International Projects

Priorised Service Spectrum for Private Sector

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Internationalisation – The Ideal Case –

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Sources: gerber and Limmatdruck Zeiler

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Standard Service Spectrums Provided by Cluster Managers

2. Training and Qualification• Analysis of branch related educational requirements• Activities for qualification of company staff• Regular special events

- workshops and seminars- study trips for employees

Typical fields of activities of a cluster

management

1. Information and Communication• detailed database• frequent customer interviews• Internet/homepage• Newsletter• Supplier and service catalogue• Regular events, company tours

3. Internationalisation• Access to international events, congresses,

topics, customers and trends• Support of international co-operation• Support of companies during internationalisation• Set-up of network activities between comparable/

complementary international clusters• Attract foreign visits in the cluster

4. Initiating Co-operations• Initiation and support of co-operation projects• Establishment of contacts between potential

project partners• Co-operations with R&D, educational

institutions and special service provider• Set-up of special support providers• Facilitate higher innovativeness

5. Marketing and PR• Information and marketing materials• Generation of regional identity• National and international PR• Organisation of trade fairs, company visits,

presentations for major customers• Lobbying

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Competence Mapping als Grundlage für die Initiierung cross-sektoraler Kooperationen

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Cross-Sectorale Geschäftskontakte initiieren

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Cross-sektorale Kooperationen initiieren

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Special Interest Group

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Innovationsvoucher

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Eine Bewerbung – 60 Empfänger

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Evaluation / Kundenzufriedenheit

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The Ideal Service Portfolio of Cluster Managers to Promote Cross-cluster Cooperation

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From Internationalisation Towards International Strategic Partnerships

Sustainablestrategic

partnerships

Looking for external partners

Among cluster actors