London, 5th April 2011

Offline services:Offline services:Cluster communication planCluster communication plan

CADIC Cluster Facilitation Meeting

1. Building a vision for the cluster

2. Cluster Communication Plan

SIDASA Cluster: Cluster creation process (Milestones)

Catalyst +

Core cluster members

2009

06

Oct.Sept. Dec. Feb.Jan.Nov.2011

Mar. Apr.Pre-launching

Satellites

CC+CFs

05

Guideline review & OK

SIDASA+STEM+ Thomas Krupp

Guideline(SIDASA)

12

InCaS WorkshopPreparatory meeting

012518 11

Central Meeting(CITILAB)

Huddle BATsEnergy save

1629

Central MeetingPreparatory meetingCitilab+CF team(CITILAB)

20

ActualCluster kick-off IC Quick Check

Covit + AFAPIC (+SIDASA EBU)

(Covit)

SIDASA Interview

Guideline(SIDASA)

IC Quick Check

SIDASA EBU+Chem.+

Thomas Krupp(SIDASA)

2010

Sidasa+Stem+Satel.

AHCentral Meeting(Foment)

20090508

SIDASA Selection partners

(Initiation)

08

AH Platform developmentCF+Satellite

(Strong interaction)

Update Next steps(SIDASA +CF team)

MeetingSatelite AH+CC+CF(AH)

InCaS WorkshopCluster

vision/values(CECOT)

SIDASA catalyst +CC+CFs (rather systematic contacts throughout)

SIDASA Huddle content

Satellite AH+CC+CFs (rather systematic contacts throughout)

Step 1. Cluster Topic Questionnaire

Step 2. Workshop on Cluster Vision

Step 3. IC Quick Check

Cluster Vision

InCaSM2

A B C

goals goals goals

+ Common values (governance /coopetition/ branding)

contribution

Company’s benefit of clustering

Cluster

Com

pany

Companies D

goals

Values game

values

values

valuesvalues

Consistency IC x topics/goals

SIDASA Cluster: Cluster creation process (Milestones)

(Topics )

Major benefit (InCaS)TTo give the SME a framework against which to assess its o give the SME a framework against which to assess its innovation paths and long term performance.innovation paths and long term performance.

M2. Vision

Define what type of organisation you would like to become in the near future. The definition of vision the firm adopts will frame all the decisions it will make.

Free the organisation from the constraints of the short term, which is incompatible with the aims of developing and competing through better IC management.

Reinvigorate its core values and core purpose to be better prepared to define the vision.

Impel the organisation into the future. The process of building a vision is in itself an act of innovation. It gives the SME focus and perspective.

Major benefit (CADIC)To give the cluster a sense To give the cluster a sense of community. ( of community. (identityidentity))

Define what type of cluster you would like to become in the near future.

Free the organisation from the constraints of past cultural shift. (collaboration)

Build on company’s core values to find a common purpose for the cluster.

Impel the cluster into the future.

SIDASA CLUSTER

NUESTRA VISIÓN

El CLUSTER SIDASA es un espacio en donde un grupo de empresas, institutos de investigación y profesionales llevan al máximo su pasión por innovar y su compromiso con la mejora de la productividad en un entorno de colaboración y respeto hacia nuestros

pares, la sociedad y el medio ambiente. Esto es la base de lo que hacemos y como lo hacemos.. El CLUSTER SIDASA es un imán en la atracción de recursos y un puente en la búsqueda y aprovechamiento de nuevas oportunidades de negocio. Con esta motivación, nos constituimos en un espacio que estimula el aprendizaje y el crecimiento individual y colectivo, y en el que se crea y comparte conocimiento sobre:

• Ahorro en el uso industrial de recursos naturales • Fomento en la utilización de materias primas alternativas respetuosas con el medio

ambiente • MTDs (BATs: Best Available Technologies) • Ahorro en la utilización de energía • Realidad aumentada • Fabricación aditiva • Nuevas formas organizativas y nuevas formas de hacer

Los valores siguientes rigen nuestro comportamiento y son compartidos por todos los

que configuramos en el CLUSTER SIDASA. Tomados conjuntamente nos identifican como a un cluster único.

1. EMPATÍA ENTRE LOS MIEMBROS: • Ofrecer un valor superior y duradero que satisfaga las necesidades reales de todos los

interesados. • Verdadera vocación por solucionar los problemas de cada uno y nunca comprometer nuestra

integridad o ética en nombre del beneficio económico.

2. ENERGÍA EN LA CONSECUCIÓN DE METAS: • Establecemos objetivos desafiantes y trabajamos duro para alcanzarlos. Los proyectos que

emergen del cluster están enfocados a cambiar la forma de trabajar y de vivir de las personas. Es una aventura y la vivimos todos juntos.

3. CONTRIBUCIÓN SOCIAL POSITIVA: • Construimos proyectos que amplían las capacidades humanas, ayudándoles a llegar más

lejos de lo que podrían conseguir, sin los resultados alcanzados en tales proyectos. Pero más allá de todo esto, esperamos contribuir con nuestros proyectos a que este mundo sea un lugar mejor donde vivir.

4. INNOVACIÓN/VISIÓN • Nuestro cluster se construye basado en la innovación, para esto desarrollamos nuevos

proyectos para nuestros clientes y colaboradores. Asumimos, gustosamente, el riesgo que supone ir por el camino de nuestra visión y desarrollamos proyectos en los que la explotación de sus resultados aportan a los participantes los márgenes de beneficio por los que luchamos.

5. DESEMPEÑO INDIVIDUAL: • Esperamos un alto compromiso y desempeño de nuestros miembros; sólo esto nos permitirá

conseguir los beneficios necesarios para alcanzar los demás objetivos. Cada miembro puede y debe marcar la diferencia con su participación.

6. ESPÍRITU DE EQUIPO: • Es esencial para el éxito del cluster. Cualquier colaboración es importante. Fomentamos que

cada uno interactúe con todos los demás actores (en el cluster, en su propia organización y en la sociedad en general), compartiendo ideas y sugerencias que mejoren la eficacia y la calidad de vida de todos.

7. CALIDAD/EXCELENCIA: • Queremos identificar, ofrecer y ejecutar proyectos y servicios que nos permitan conseguir el

respeto y la lealtad de nuestros miembros. • La gestión de la calidad es crítica para el éxito del cluster, así como la propia gestión del

cluster.

SIDASA Cluster: Our Vision/ Our values

DRAFT VERSION

1. Building a vision for the cluster

2. Cluster Communication Plan

Cluster Communication Plan

THE CADIC GUIDELINE FOR ENHANCING SME CLUSTER’s COMMUNICATION

COMMUNICATION PLAN April-September 2011

March 30th, 2011

No cluster can exist without (effective) communication: the transference and the understanding of meaning among its members and with the rest of stakeholders.

An idea, no matter how great, is useless until it is known and understood by others.

Similarly, your cluster must be doing amazing work yet if it fails to communicate with stakeholders it will probably not be in business for long.

To be clear about WHAT to communicate (the message), TO WHOM (the target audience) and HOW (through which channels) is an essential part of the cluster’s healthy and organic growth and development. These are indeed the main issues of a cluster communication plan (CCP).

The CCP is a live document!

FOREWORD

The CCP and CADIC Mangement Framework

STRATEGIC EFFECTIVENESS and COLLABORATIVE EFFICIENCY

Cluster phasePerspective FORMATION GROWTH ? ?

Cluster • Organizations start common activities around an idea

• Individual goals are translated into common goals/ interests / topics

• Rules of interaction emerge

• Initiate a cluster • Negotiate and define goals/

purpose/ rules of interaction • Translate common goals in

individual and company benefits • Start interaction/ collab. and use

results in SME

Support Requirements

• Find potential founder members for good IC flow

• Support cluster building process • Start IC-Flow between members• Provide web 2.0 tools

SME (+ individual)

Support/Enable Roles Cluster Relational Manager + Cluster FacilitationTeam

Where does the CCP fit within the CADIC-CMF?

The CMF, according to CADIC, is the bundle of activities and the necessary resources that are organically deployed by the cluster and the respective SME members with the objective to take the cluster to fruition. As regarding the CMF, the CCP is one of CADIC management tools aimed at supporting such developmental process. Hence, it cross-cuts the cluster’s life cycle and is regularly adapted and updated to respond to its evolving demands – and those of the cluster members – as well as to the eventual shifts of needs, behaviours or perceptions of its target audiences.

As shown in the figure on the left, a strategically anchored, well supported and resilient CCP will contribute a deal to the strategic effectiveness and collaborative efficiency of your cluster.

CCP Guideline: Introduction

•Who this guideline is for?The target audience for this guideline are the CMs of the SME catalyst and other cluster partners as well as other people involved in the cluster’s out-reach, marketing or development.

•What is the Cluster Communications Plan (CCP)? The CCP is the document that deploys the communications strategy of the cluster. It makes explicit what its purpose or objectives are as well as how they fit into the global strategy of the cluster; the target audiences and what is expected from them; and the messages and vehicles to reach them. Evaluation, process and ad hoc, is also an important part of it. The CCP is a bridging point between the cluster and its stakeholders. It is the instrument that binds the cluster together and gives it a sense of community. It channels the strategy and the culture of the cluster, and contributes to reinforce both. The CCP encodes the way the cluster, and the companies within it, communicate among them and with clients, suppliers, research and financial institutions, etc.

CCP Guideline: Introduction

Why should the cluster go in for a CCP? What is its value-added?In a networked context as today’s relationships is an essential aspect of every company’s success. The CCP helps the cluster know its audience and master its relationships in a professional and systematic way and with the highest impact and benefit to the cluster partners. As the CCP proves effective and the cluster develops, the IC of the cluster will also increase. The roads to achieve this are many and diverse. The most evident one is through the expansion of the relational capital of the cluster. But, possibly more important, is the leveraging potential it has through the enhancement of other human and structural IC factors such as motivation, professional competence, cooperation and knowledge sharing and IT and explicit knowledge.Since the CCP also enhances communication within the SME cluster members, it might have too a rewarding effect on the employees who directly or indirectly see themselves involvedin the CCP process.

Level of Optimism Informed

Optimism

RewardingCompletion

UninformedOptimism

Negative

Positive

InformedPessimism

HopefulRealism

TIME

CCP Guideline: Introduction

•How can the CCP help improve the communications of the cluster? Structured communication increases the chances that you will reach the right audience and do so effectively, with the greatest return to the cluster and your company. Improving communication flows and effectiveness is a dedicated task. Emails, twitters and similar others do not ensure effective communication. Misunderstandings can easily result and best practices are not necessarily shared. The result is poor effectiveness and less efficiency in the long term.

•What are the steps to an effective CCP?

WHO to influence

WHAT to say

HOW to reachaudience

Step 1: Audience

Step 2: Key messages

Step 3: Channels

Step 0: Strategic setup

CCP Guideline: Introduction

•What is this guideline about?This guideline is intended to improve the cluster’s communications skills and value creation potential.Typical elements of a communications plan include:•Strategic direction: defining the goals and objectives of the cluster and of the communication plan, and matching the latter with those of the cluster; defining the cluster characteristics, business environment, and target audiences.•Content: clear messages tailored specifically to your target audiences•Channels: effective delivery vehicles for your messages, such as personal presentations, email newsletter, forums, meetings, blogging, web, etc.•Activities: types of communications such as advertising, promotions, networking events, power point presentations.•Timing: suggested frequency of activities.•Budget: an estimation of the necessary resources.•Evaluation: qualitative and quantitative measures to assess the effectiveness of the plan and corrective actions. •Accountability: persons responsible for the communication actions.

CCP Guideline: Introduction

Table 2 – Audiences Profile

Audience (1) What your cluster needs from them (2)

Why should they care about you (3)

Individuals with credibility/ power over audience (4)

Other individuals that can help you reach

audience (5)

Best strategy to motivate audience

(6)A2 – ............ ..............

A1 – Prospective partners

Build understanding of Grinnonet role and impact in fighting for clean production

A4A3A7

CCP Guideline: Introduction

Positioning Statement of your mission, vision or philosophy (culture /values) that drives your clusterExample:

Tagline Key words or short phrase to capture what makes your cluster specialExample:

Audience (Step1) A1 A2 A3 A4 A71. Cluster objective

(Step 0)1. Communication objective Inform; Engage; Motivate; Maintain; other (Select one) (Step 0)

Engage

Strategy (timing/frequency, etc)

(Step 1)Message(s) (Step 2)Channel(s) (Step 3)Planned actions /Deadline

(Step 4)

A. _________ (5/04)

B. _________ .........

C. _________ .........

Evaluation (indicators /frequency)Accountability (Who responsible)

Table 3 – Audience-Message Framework (make multiple copies for each identified objective)

Thank you for your attention!