TCI2013 Development of new business models in clusters

Development of new business models in clusters Betina Simonsen New Perspectives on Cluster Development

5 September 2013

Innovationsnetværket Livsstil - Bolig & Beklædning Birk Centerpark38 DK - 7400 Herning + 45 9616 6200 www.innonetlifestyle.com

Innonet Lifestyle – Interior & Clothing

Innovationsnetværket Livsstil – Bolig & Beklædning

Betina Simonsen Man. Director

Development Centre UMT

& Innonet Lifestyle – Interior and

Clothing www.innonetlifestyle.com




Agenda: 1. 2 min. info on the cluster 2. Organization of the cluster strategy work, experiences 3. Why and how to work with business model in the cluster 4. cases




2 min. background:

-A cluster since 2002, originally for wood and furniture -Merge into lifestyle and contacted by the clothing and fashion industry -2 offices – Herning and Copenhagen, 13 employees -12 members of Board of Directors – industry organizations, regional government, knowledge institutions and companies -10 consortium partners - knowledge institutions -85 Dialog companies -272 comitted companies -498 non-comitted companies

Focus areas: Innovation and Design, New Materials, Future Trends and Sustainability of Interior and Clothing, Fashion, Re/etail and the Childrens segment




Organization of the cluster strategy work Goals - SMART (Specific, Measurable, Actionable, Responsible, Time band) Balance Score Card – back up by processes and staff/organisation – presentation on each Board of Directors meeting quarterly. Experiences 10 years of operation. Received bronze label in 2011 – areas of improvement: -Too many committed members versus staff -Geographically needed national coverage -Competences development for the employees in the secretary -Internationalisation

Pre-test Gold October 2012 with 91% score

Innovationsnetværket Livsstil - Bolig & Beklædning Birk Centerpark 40 DK - 7400 Herning + 45 9616 6200 www.innonetlifestyle.com



6 Months

Deliverables

Gate keepers:

Describe

Qualify according to parameters

Relevance to companies

Scout Internationally

G1 G2 G3

Uncover potential

Preprojects

Activites

Activities Qualification Idea Screening

Analyses & reports

Dialogue companies

Trends

Consortium Partners Competences

Team Leaders

6 Months

Strategic business areas

Innovation possibilities

Benchmark Innovation level

Teams Teams

Budget estimate

According to target of the project

Industry Organizations

Benchmarking




Fremtidens livsstil

3.1 Digital map of the future

Nye projekter

3.2 Rundkant

Beklædning / Fashion

4.1 Talentudvikling: Vilkår for innovation, kreativitet og læring i

modebranchen

4.2 Innovation i modens designproces og metode

Nye projekter

4.3 Can Danes do fashion?

Internationalisering

5.1 Innovation Express 1 & 2

5.2 Milano

5.3 Comfort in Living

Innovation og Design

1.1 JOIN

1.2 Konsortium for strategisk design

Nye Projekter

1.3 Pit Stop 2

1.4 New ways of working

1.5 Vækst gennem forretningsudvikling på mobil platform

1.6 Brancheanalyse

Nye Materialer

2.1 Materialebibliotek

2.2 Mere funktionalitet i møbler og interiør

2.3 Tekstiler, der redder liv

2.4 Ph.d. om bæredygtighed

2.5 Tekstilmølle

Nye projekter

2.6 Up-scaling af genbrugsfibre

2.7 Innovative og bæredygtige materialer rettet imod udvikling og design

INTERNATIONAL CLUSTER COOPERATION: The JOURNEY

Why Internationalise?

Assess Readiness

Identify Opportunities

Create Strategy & Action Plan

Implement Training

Identify Partners

Develop Trust & Projects

Implement Projects

Measure Success

Sustain the networks

Inward looking

“Local” Cluster

Outward facing “Global” cluster

Get Ready

Take Action

Use Networks

Utilise Funding

Workshop with Rodin Genoff

Identify Competences

Incoming Opportunities

Quarterly Updates

Office overseas?

Brazil India Korea

Germany- Turkey- Russia-China

Lithuania- Sweden- Finland- Poland- Latvia Japan

Budget & Financing

Internationalization strategy: -DDAI www.ddai.dk -Industry Organizations -Dialogue Companies -Export Council




Why and how to work with business model in the cluster -A business model describes the rationale of how an

organization creates, delivers, and captures value (economic, social, cultural, or other forms of value). The process of business model construction/modelling is part of business strategy.

- Value – what job is the customer trying to get done and how is X company delivering the best solution. Ex. Desired outcome analysis or other.




Case strategic design Researcher to meet companies and working with their value proposition

Ex. Space invaders




Case Match- Innovation cups Students works with companies on new ideas in how will it affect my business model. Competitions/mid way evaluation and prize

Ex. Web sales for the fashion industry




Case Pitstop 1 20 creative companies – today's business model – gap analysis – tomorrows business model – how to get there: shopping at knowledge institutions for workshops




Case Comfort in Living Camp International camp – 7 countries (34 students, 18 companies, 7 journalists, 7 teachers and 7 clusters)

Task: develop sustainable multifunctional kitchens for 65+

5 business teams working with

Business Model canvas

Setup: 5 Design Teams working with

Idea generation

Each business team merge with a design teams – become ”a company and develop concept and business model parallelly




Thank you very much!

[email protected]

www.innonetlifestyle.com