PHASE 5:

SUSTAIN AND DEVELOP NETWORK AND

SERVICES• Sustain and develop your

international network• Sustain and develop international services

• Develop a global network

PHASE 4: IMPLEMENT THE

STRATEGY• Develop mutual trust with your collaboration partners

• Implement action plan through services and activities• Measure the success

• Communicate the success

PHASE 3: DEVELOP YOUR

INTERNATIONAL STRATEGY• Coordinate the international

strategy with the overall strategy of your cluster

• Create support for the strategy in the cluster organisation

• Do not forget milestones, keyperformance indicators

and action plan

PHASE 1: UNDERSTAND YOUR CLUSTER• Understand your members needs and wishes on internationalisation

• Choose the right markets and technologies

PHASE 2: GET A GRIP OF THE COMPETENCES, STAKEHOLDERS AND FINANCES• Have the right competences within the cluster management

• Create overview of the relevant stakeholders• Manage your finances

EVALUATION AND FEEDBACK

Check list onStrategic Cluster Internationalisation - an easy-to-use tool for cluster managers

UNDERSTAND YOUR

CLUSTER

GET A GRIP OF THE

COMPETENCES, STAKEHOLDERS AND

FINANCES

DEVELOP YOUR INTERNATIONAL

STRATEGY

IMPLEMENT YOUR

STRATEGY

MAINTAIN AND

DEVELOP NETWORK AND SERVICES

1 2 3 4 5

1 Obtain in-depth understanding of cluster members and their need for internationalisation. Choose the right markets.

GUIDING QUESTIONS:Have the members been involved?

How (meetings, phone call, e-mail, or survey)?

Who (SMEs, big companies, research, etc.)?

Has markets and opportunities been investigated?

If not, how would you do it (market analysis, technology forecast, road mapping, etc.)?

Which are the most important markets for your cluster?

2 Ensure the right competences internally. Find, handle and get an overview of the right stakeholders and finances.

GUIDING QUESTIONS:Which international competences does the cluster management have?

Do we need other competences? How can they be obtained (training, new staff, etc.)?

Do you have an overview of stakeholders? If yes, which are most important?

Are you using the right stakeholders?

How are the international activities financed?

3 Use input from cluster participants and develop a written strategy with broad consensus and backing. Develop an action plan and milestones for all international projects.

GUIDING QUESTIONS:How is the international strategy integrated with you cluster strategy and process?

Is the steering committee, board and management involved in the process?

If not, how you can involve them?

Do you have a written strategy document with a mission, vision, and a well-defined target group?

Do you have an action plan, milestones and key-performance indicators?

4 Go from strategic to concrete actions. Implement services, activities and projects.

GUIDING QUESTIONS:What international activities do you have for your members (matchmaking, company missions, partners searches, innovation projects, etc.)?

Are these the right services?

Do you measure the success of your international activities and services? How?

Do you communicate your international success? How?

5 Often internationalisation in clusters is organised on ad hoc basis. Take internationalisation to the next level.

GUIDING QUESTIONS:Do you have methods and systems to maintain your international cluster network?

Does your cluster have ad hoc activities that can be turned into lasting international services?

PHAS

E

SSTRENGTH

OOPPORTUNITY

WWEAKNESS

TTHREAT

STRENGTHS

• Drawing up an international strategy makes your internationalisation structured and systematic

• Makes it possible to chose between the many offers you get from various stakeholders

• Creates a common understanding between cluster management, board, and steering committee

• Prepares you to find and choose the right funding opportunities

WEAKNESSES

• Development of an international strategy requires resources

• You risks to loose a bit of flexibility – so make the strategy a bit flexible

• Internationalisation can be costly

OPPORTUNITIES

• Use the strategy to find your own unique selling point

• Use the strategy to develop new methods for the internationalisation of your members

THREATS

• There are many organisations offering international activities for companies and researchers

• International markets works in mysterious ways

SWOT-analysisDoes my cluster need an international strategy?

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