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Significance of Cluster Branding for Traditional Clusters New Delhi, 21 st February 2014 Paolo Bellamoli Fondazione CUOA Business School since 1957. THE VENETO REGION. Population 4,900,000 - Enterprises 403,000 (2011) - PowerPoint PPT Presentation
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Significance of Cluster Brandingfor Traditional ClustersNew Delhi, 21st February 2014
Paolo BellamoliFondazione CUOABusiness School since 1957
• Population 4,900,000 - Enterprises 403,000 (2011)
• Productive Clusters: 22+ Clusters & Meta-clusters (National Observatory)
THE VENETO REGION
Clusters in Veneto / number of companies (2011) / Δ% 2011/2009
oArtistic Forniture of Bassano / 1.640 companies / -24.25%oMarble and Stones of Veneto / 1.074 companies / -2.81%oSportsystem of Montebelluna / 1.824 companies / -1.08%oRenewable Energy of Belluno / 24 companies / +20.0%oClassic Forniture of Pianura Veneta / 2.474 companies / -9.84%oCeramic, Porcelain and Artistic Gass of Veneto / 478 companies / -7.36%oGlasses of Belluno / 5.338 companies / -6.22%oForniture-Wood of Veneto / 4.523 companies / -2.54%oArtistic Glass of Murano / 537 companies / -1.29%oTanneries of Vicenza / 2.476 companies / +1.06%oShoes of Verona / 707 companies / -15.45%oMeccatronic and Innovative Mechanical Technologies of Veneto / 1.913 companies / +2.19% oVenetoClima / 3.922 companies / +2.62%oFood of Veneto / 4.006 companies / -0.84%oVeronaModa Fashion of Verona / 4.252 companies / -4.98%oIchthyic sector of Rovigo / 761 companies / -1.17%oBio-Construction Industries of Veneto / 4.346 companies / -1.98%oAir-conditioning and Industrial Refrigeration of Veneto / 15.768 companies / -17.06%oWine of Conegniano Valdobbiadene / 6.156 companies / +0.70%oLighting systems of Veneto / 22.675 companies / -4.67%oEnvironmental and Cultural Heritage of Veneto / 3.017 companies / -4.59%oGold and Silver of Vicenza / 1.664 companies / -21.40%
PRODUCTIVE DISTRICTS IN VENETO REGION
Brand is the sum total of how someone perceives a particular organization.
Branding is about shaping that perception. Ashley Friedlein
BRANDING FOR CLUSTERS
BrandingProducts
Clusters
Territories
To attract resources (skilled people & capital, private and public)To attract internal and external actors to join the clusterTo enhance ownership and commitment by including and engaging stakeholders in the brand building process, To differentiate from competing clustersTo gain attention of policymakersTo leverage on PPPTo enable an increased perception of the quality of life and quality of a place, supporting territories and placesTo promote internationalization and export from the clusterTo enhance business opportunities for companies through better reputation and credibility of firms and products
BRANDING FOR CLUSTERS: WHY
Main benefits to SMEs:
-Overcoming size constraints: surrogate to corporate reputation (facilitating attraction of skilled managerial, technical and scientific HRs, facilitating attraction of capital, legitimacy vis-à-vis international partners and investors, etc.),
Main benefits to Large Companies:
-Engagement in cluster as CSR and good citizenship: higher cluster reputation = more value in showcasing the engagement
-Lobbying and communication channel to policymakers. Well-reputed cluster as credible and better channel to apply pressure on policymakers. Needs of all actors vs. need of an individual company
CLUSTER REPUTATION: IMPORTANCE FOR COMPANIES
Facts & figures (infrastructures, tangible research outputs, financial capital, numbers, etc.)
Bio- / Tech- /Energy- …. Valley / Region / Province
“Made in”.. / Close synergies with places and territories
CLUSTER BRANDING: STRATEGIES
COUNTRY BRANDS
Country Brand Index
(By FutureBrand - www.futurebrand.com)
COUNTRY BRANDS
“Made In” – The value of Country of Origin for future brands(By FutureBrand - www.futurebrand.com)
Clusters Meet Culture: an opportunity for development
CMC PROJECT
Clusters Meet Culture: an opportunity for development
Lead Partner : Veneto Region – ITALYDuration: October 2012 – September 2014Website: www.cmc-project.eu
Total budget: 1.551.015,00 € ERDF contribution: 1.318.363,00 € (85% of the total budget)
Programme and call for proposals: SOUTH EAST EUROPE Transnational Cooperation Programme
CMC Partnership: 10 organizations belonging to 5 different countries (IT, HU, SI, RO, SK)
Brief DescriptionThe CMC project wants to spread the knowledge of production of excellences across South East Europe area with the purpose of emphasizing their quality and originality (that correspond to an essential part of the culture and history of the involved cities), and connect this cultural aspect with already existing tourism flows. The final goal would be to link tourism and local clusters joining manufacturing productions with artistic heritage and cultural production. At the end, the project aims at opening new sales channel across South East Europe, with the main purpose to help small business development.
CMC PROJECT
CMC Objectives
To dilute tourism streams currently concentrated on major cities and distribute them on the hinterlands, which often also offer extraordinary opportunities both in cultural and economic terms;
To develop alternative marketing channels for sectors that characterize in both cultural, socio-economical and industrial terms the territories around European Capitals of Culture;
To multiply the flows of cultural production and innovation knowledge from the cities towards the industrial districts and create strategic partnerships between cultural and industrial production, with the aiming at obtaining reciprocal advantages;
To promote access to private capitals for the structural co-financing of-historical and cultural heritage, but also of the broader culture of the territories of the SEE area.
CMC PROJECT
Cluster Branding, a job for:
Anybody in the cluster organization?
Marketing and communication professionals?
The Territorial Product Manager
CMC PROJECT
The Territorial Product Manager
Role and professional profile: professional able to understand and promote the territory in an integrated way, linking attractive cultural tourism to local manufacturers and then exploiting possible synergies between industrial districts and culture
Key competences and skills: build and foster the promotion of integrated tourist routes attract theme driven tourist fluxes (industrial tourism, thematic museums, etc.) promote awareness of the tourists in the local know-how, in the local traditional production and in the identity of territories, through the narrative (story-telling) enhance the visibility of local production to increase direct sales identify new models of synergy and cooperation between industry and culture, even in the form of PPP as an instrument of governance and facilitation of integration pathsmaster and exploit in full Web 2.0 as a strategic tool
CMC PROJECT
The Territorial Product Manager: training of trainers
Contents:
1.Public-Private Partnerships in cultural field2.Steps for emotional and territorial project and network development3.Tourism and Shopping4.Cultural tourism practices and creative industries5.The Web 2.0 as a strategic tool
CMC PROJECT
The Territorial Product Manager: training to professionals
Addressed to:
ACRIB
Gold Vicenza
Prosecco
Sportsystem Montebelluna
CMC PROJECT
BPR TO AGENCIES OF CCIAA OF TREVISO
Treviso Glocal
PromoTreviso
Treviso Glocal
PromoTreviso
BPR TO AGENCIES OF CCIAA OF TREVISO
INT
ER
NA
TIO
NA
LIS
AT
ION
CLUSTER MARKETING AND BRANDING
Useful resources:
European Cluster Alliance: www.ECA-TACTICS.eu
“The function and characteristics of cluster branding” by Marcus Andersson www.academia.edu