Innovation in Designing Cluster Reinforcement Initiatives in Catalonia - 3 examples Marta Marsé...

Innovation in Designing Cluster Reinforcement Initiatives in Catalonia - 3 examples

Marta Marsé VidriProject Manager of Diagnostic and Foresight AreaObservatory for Industrial ForesightDepartment of Innovation, Universities and EnterpriseGeneralitat de Catalunya

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Characteristics of innovative cluster projects in Catalonia

Bigger market dimension

Cross-Sectoral scope

Cluster establishment (with private leadership)

Professionalised management

Clusters are a tool for working with companies

Decreasing financing from the government to the cluster

Initiatives are defined by

strategic and client oriented

aspects

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Catalonia was among the first regions worlwide to develop cluster initiatives

2001199719921980

Emilia-RomagnaToscana(industrial-districts based policies) ....

CatalunyaEuskadiScotlandChihuahuaArizonaMassachussets

New ZealandChristchurchSonomaCosta RicaMorocco

....

SwedenTurkeyLithuaniaBarcelona 22@

AustriaJordanMéxicoCampecheSouth AfricaRhône Alpes.... France

EstoniaDenmarkDominican RepublicSloveniaUKMinas Gerais (BR)...

1990 2003 2006

PakistanKazakhstanPoland….

ParaguayRio Negro (AR)….

2009

Aprox. over 1.400 Initiatives at world level(USAID)

Over 1.200 cluster organizationsat European level (source: ECO - European Cluster Observatory)

Source: TCI cluster initiatives database, TCI research and practiceSource: TCI cluster initiatives database, TCI research and practice

Selected regions and countries withcluster-based development initiatives

ILLUSTRATIVENOT EXHAUSTIVE

SCOPE: NATIONALREGIONALLOCAL-CITY

20 years’ experience

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Over 15 years’ experience of microcluster reinforcement initiatives

Leather tanning (Osona)

Household Furniture(La Sénia)

Taps and valves(Baix LLobregat)

Cork Industry(Costa Brava)

Knitwear(Anoia)

Wine and Cava(Penedès)

Microcluster as the unit for competitiveness reinforcement at local government

Cluster mapping book

Creation of dedicated units for analysis (OPI) and implementation (ADC)

Creation of specific tools (NON) enhancing strategic change

Governance by existing bodies from the government and only as catalyst

1993-2009

A wealth of experience

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Knitwear(Anoia)Wine and Cava

(Penedès)

So Why do we need changes in cluster policy?

The initiatives were too small

Results were basically non tangible

Initiatives were not highly visible

Initiatives were led by government agencies rather than private companies

Lack of evaluation tools

Industrial model updating

Changes in European Cluster Policies: excellence, much bigger initiatives, and improvements in standards of profesional cluster management organisations

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Example 1, client-oriented: Kids

cluster

Refocusing cluster initiatives in Catalonia: the cross-sectoral approach

FROM The “Microcluster” approach

TO Innovation in initiatives’ scope and focus





Knitwear(Anoia)


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Example 2: trend strategy

Wellness industry

Refocusing cluster initiatives in Catalonia: the cross-sectoral approach







Knitwear(Anoia)


8

Example 3: green wave strategy Green car

Refocusing cluster initiatives in Catalonia: the cross-sectorial approach







Knitwear(Anoia)


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Mapping and Diagnose

Workshops

The Kids Cluster experience

Action PlanDefinition

Actions and cluster

development

2008 - 2010

Meeting with companies

Associationestablishment

Meeting with companies

Cluster manager

Daily web visits

Video networking meeting130 bilateral

meetings

Consensual kick-off of projects with participant companies

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KIDS CLUSTER MAIN FIGURES

Font: Elaboració pròpia segons empreses de producte propi i a partir de base de dades SABI Online. (1) 14 empreses sense facturació

Nº companies. % Comp.Turnover last year (M€) % Turn.

Food 12 6% 1.091 38%

Hygiene and Cosmetics 6 3% 634 22%

Toys 41 21% 322 11%

Children’s books 36 18% 272 10%

Childcare goods 12 6% 212 7%

Fashion and Accessories 21 11% 75 3%

School materials 8 4% 64 2%

Health 5 3% 32 1%

Furniture 9 5% 28 1%

Street furniture 3 2% 27 1%

Product licenses 3 2% 25 1%

Audiovisual 8 4% 22 1%

Services 20 10% 16 1%

Home textiles 5 3% 14 1%

Others 3 2% 6 0%

Child Arcade Games Machines 3 2% 5 0%

195 2.845 M €

Kids cluster main data

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Cluster visibility: www.kids-cluster.com

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Action Plan

CROSS ACTIONS

MASS CONSUMPTION

ENTERTAINMENT- EDU

Organisation of Thematic Conferences 1

Future consumption trends study3

Workgroup to develop digital platforms for education4

Joint development of new high added value products6

Creation of the Education Forum5

Joint creation of the child consumption panel (mass consumption) 8

Networking groups for the cluster / segments2

Setting up of the child panel for audiovisual products7

Joint actions with mass distribution9

Networking Promotion

Market knowledge

Development of new products

Approach to customer-consumer

WE B

C L U S T E R

WE B

C L U S T E R

INDI V I DUAL

STRAT.

PROJECTS

INDI V I DUAL

STRAT.

PROJECTS

Cluster Action Plan

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WHAT ARE THEY LIKE? HOW WILL THEY BE? WHAT WILL THEY NEED?

Childrens Future consumer trends study

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The Legal association was established in June 2010!!

Appointment of the Cluster Manager in September 2010

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Food

Functional

Eco – Bio

Diete

ry

Cosmetics OTC

And vitamin supplements

Electronic devices

Sport equipment

Spa’s equipmentWellness

Outdoor activities

Manual therapies

Sport Activities

Wellnesstourism

Body-Mind

courses

Wellness centres

The wellness industry cluster

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Distribution channels

ManufacturersSuppliers

VenueExperience place home and outside

OTCOTC

Functional foodFunctional food

Eco-Bio foodEco-Bio food

Diet foodDiet food

CosmeticsCosmetics

Electro-aestheticmachines

Electro-aestheticmachines

NutricosmeticsNutricosmetics

Natural cosmeticsNatural cosmeticsBeauty

centres and clinics

Beauty centres and

clinics

DermocosmeticsDermocosmetics

Sport centresSport centres

Wellness CentresWellness Centres

Event servicesEvent services

PerfumesPerfumes

Higienic productsHigienic products

EquipmentEquipmentFacilitiesFacilities W

hole

sale

rs a

nd D

istr

ibuto

rs W

hole

sale

rs a

nd D

istr

ibuto

rs Mass market

Specialised shops

Specialised retailerchains

Pharmacies

Multibrandshops

Online Shopping

Mass market

Specialised shops

Specialised retailerchains

Pharmacies

Multibrandshops

Online Shopping

RestaurantsRestaurants

Strategic segmentation

Ess

ence

s and

raw

mate

rial

sup

plie

rsEss

ence

s and

raw

mate

rial

sup

plie

rs

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Wellness industry Segments data

TOTALTOTAL

TurnoverTurnoverMillion Million EuroEuro

EmployeeEmployeess

CompanieCompaniess

477

1.597

2.011

M 4.085 M 4.085 €€

4.314

6.730

5.908

56

149

107

16.9516.9522

312312

Sport and Sport and wellness wellness centrescentres

BeautyBeauty

Healthy Healthy FoodFood

?+ + =

RE

AD

Y

TO

AD

AP

T

INC

OM

ING

IND

US

TR

Y O

F T

HE

FU

TU

RE

Green car: Driving the modernisation of a mature cluster

ELECTRIC VEHICLE INDUSTRY

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CATEGORY CODE

Low impact-

Will need re-designing, likely change of technologies and/or materials

Millora tecnològica estratègica/ Innovació

Change the concept R+D

Mid and long term market shrinkingMillora tech/

diversificació/ reconversió

New, could be done by the current catalan industry Nous productes

New, could be done by means of attracting foreign companies

Atracció d’inversions

A

B

C

D

E

F

A

B

C

D

E

F

Types of impact

Source: Observatory for Industrial Foresight from Bax&Willems

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Exterior

Glass B

Bodywork and roof modules B

Exterior door and rear modules B

Front modules/bumpers A

Front module/radiator grilles- D

Interior

Seats A

Cockpit and instruments B

Door modulesand overhead systems B

Interiors A

Safety and comfort systems

Driver support B

Windscreen wipers and other safety elements B

Lighting B

Confort- HVAC C

Confort- Entreteniment* B

Motor i powertrain

D

– Block & power D

Engine –Ignition and engine management systemsD

D

Transmission B

Confort- Entertinment* B

Engine and powertrain

Engine-Feed D

– D

D

Cooling systems D

B

Exhaust D

Chassis

Structural Elements B

Steering B

Axles B

Wheels, rims, hub caps B

Brakes C

Suspension B

Low/medium voltage wirings A

Capacities analysis

Engine

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Electronics for electric vehicle

Central computer system E

Power inversion and conversion E

Battery charging/discharging system E

High voltage wiring E

Energy storage systems

Battery pack F

Super condensers F

Complementary electricity systems

Photovoltaics systems E

Energy recovery systems E

Sistemes de recuparació d’energia de les vibracions

Powertrain elèctric

E

Electric Powertrain Electrical machines E

Oportunitats per nous entrants

Capacities analysis: new players

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Main conclusions and lessons learnt from the new approach

•All industries can be competitive with the right strategy and a distinctive strategy is the key

• The involvement of local agents is crucial to assure continuity

•The cluster is the tool not the goal to design competitiveness reinforcement initiatives

•Competitiveness (the goal) is a moving target that requires constant adaptation of policies

•Cluster policies are not static and should evolve and adapt to business model changes and to the global environment

•Characteristics of the innovative cluster projects in Catalonia

Bigger market dimensionInitiatives are defined by strategic and client oriented aspectsCross-sectoral scope Cluster establishment (with private leadership) Professionalised managementDecreasing financing from the government to the clusterClusters are a tool for working with companies

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Thanks a lot for your attention!Marta Marsé Vidri

[email protected]

Innovation in Designing Cluster Reinforcement Initiatives in Catalonia - 3 examples Marta Marsé...

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