Treviso Tecnologia Information Days Montebelluna Sportsystem Cluster - Italy ECOLEAD project
-
Upload
keiko-justice -
Category
Documents
-
view
23 -
download
1
description
Transcript of Treviso Tecnologia Information Days Montebelluna Sportsystem Cluster - Italy ECOLEAD project
Treviso TecnologiaInformation Days
Montebelluna Sportsystem Cluster - Italy
ECOLEAD project
Nova Gorica, 2005 Oct 06th
Roberto Santolamazza - director
Lombardy (6)•Furnishing - Brianza•Hosiery - Castelgoffredo•Textiles - Como•Engineering - Lecco•Metals - Lumezzane•Sealing systems -Sebino Bergamasco
Piedmont (2)•Textiles/ Clothing - Biella•Gold jewellery - Valenza Po
Tuscany (4)•Textiles - Prato•Marble - Carrara•Leather - S. Croce sull’Arno•Paper - Lucca
Marches (2)•Furnishing - Pesaro•Shoes - Fermo
Emilia Romagna (7)•Tiles - Sassuolo•Textiles - Carpi•Packaging - Bologna•Biomedical - Mirandola•Agricultural engineering•Food engineering•Hydraulics
NE Italy (12)•Chairs - Manzano•Furnishing - Livenza•Furnishing - Quartier del Piave•Glass - Murano•Shoes - Brenta•Sportswear - Montebelluna•Eyewear - Belluno•Textiles - Schio, Thiene, Valdagno•Leather - Arzignano•Engineering-
Inoxvalley•Engineering-
Schio, Thiene•Engineering - Montecchio
The Cluster is the development model strongly characterizing the economy over the last forty years mostly in North and Center Italy.
The Italian Sportsystem Cluster
The Italian Sportsystem Cluster
– the governance of economic relationships based on social rules and traditions as well as on the strength of social ties among individuals within and across organizations;
– the strong mix of competition and cooperation among firms, where generally relationships have a long length;
– trust mechanisms as business enabler and empowerment
– a quite equal distribution of the power among district firms, with an important role played by third parties;
– the aggregation and spatial proximity as well as shared languages as elements able to support rapid information diffusion, facilitating knowledge sharing and innovation process
Key characteristics of this model of Local Productive System can be summarized as follows:
The Italian Sportsystem Cluster
• Presence of several industrial areas aggregating
companies on relevant industrial sectors such as
textile and clothing, leather and shoes industry,
sportsytem products, wood and furniture,
electrical appliances, conditioning and industrial
refrigeration, eyewear…
• 40 industrial clusters are supported by the
Regional Government since 2003 (Regional
Law n.8):
–Bottom-up model: companies, local
development and technical institutions co-
operate on a voluntary basis
–Long term agreement among them for new
competitiveness
–Yearly, call for new clusters and projects
proposal
Veneto Region: a clustered economy
• Population: 4.527.694
• 7,9% of total Italian population
• n. of employees: 2.004.000
• about 9% of Italian employed population
• Veneto unemployment rate 3,4%
• Italian unemployment rate: 8,7%
The Italian Sportsystem Cluster
Veneto Region: a clustered economy• Veneto is one of the strongest economic regions in Europe, with a gross domestic product
(GDP) estimated at 94.9 billion Euros : 9.1% of the national GDP• Second Region for number of companies (9% of Italy)• Second Region for export (36.4 billion Euros, 14.1 % of Italy)• Excellently established entrepreneurial capability• Plenty of SMEs (over 440.000) • Relevant economic diversification• Export – led regional development
–Footwear Cluster (2)
–Marble & Stone Cluster
–Classical Furniture Cluster
–Artistical Furniture Cluster
–Prosecco Cluster
–Eye-Wear Cluster
–Ceramics & Terracotta Cluster
–Mechatronics Cluster
–Sportsystem Cluster
–Mechanics & Subcontracting Cluster
–Logistic Cluster (2)
–Goldsmith Cluster
–Fruit & Vegetable Cluster
–Silversmith Cluster
–Tourist & Cultural Industry Cluster
–Shipbuilding Industry Cluster
–Rubber & Plastic Materials Cluster
–Spa Cluster
–Wood Furniture Cluster
–Biobuilding Cluster
–Tourist Industry Cluster
–Artistic & Cultural Heritage Cluster
–Refrigeration & Conditioning Cluster
–Wine Cluster
–IT & Advanced Technologies Cluster
–Fairground Equipment Cluster
–Food Service Equipment and Catering Cluster
–Dairy Industry Cluster
–Fashion Cluster (2)
–Tanning Cluster
–Packaging Cluster
–Fish Industry Cluster (2)
–Murano Artistic Glass Cluster
–Thermo Mechanics Cluster
–Graphic & Printing Cluste
–Veneto Nanotech
40 clusters
1684 companies
2135 companies
4283 companies
2781 companies
2392 companies
13275 companies
The Italian Sportsystem Cluster
The whole North Eastern Italy and, more, the Treviso’s area experienced an huge and fast development passing from an agricultural to a manufacturing society focused on various businesses and largely labour intensive.
The Italian Sportsystem Cluster
A success story: keypoints
strategy technologymanagement people
Link to the territory
Relation with bigger player
Niche Market serving
Product diversification
New market orientation
Widening product range
Patenting & Branding
Manufacturing delocalization
Labour division
Supply Chain organization
Family run business
Business with Multinationals
Ancient tradition
Competences available
Design and NPI skills
Service oriented
Product diversification
Cross contamination
Product substitution
Technology stretching
Innovative materials
Flexible networks
Incremental innovation
Openness to new industries
Market orientation
Collaboration
Merge & acquisition
Technicians exchange
Process segmentation
Designer & stylists
SME’s Marketing
Professional services
Key facts and figures Treviso province and the Sportsystem Cluster
• 1° italian province in density of companies 95.000 (1 Vs 8 inhabitants)• 4° italian province in export 8.328 mln €• 3° italian province in trade balance 3.972 mln €
(half of Veneto’s total and 3 times italian average)
Ratio: 100€ imported Vs 191,2€ exported
(128,8 Veneto and 100,4 Italy)
• Sportsystem direct companies 428• Employees 9.000• Turnover 1.542 mln € • Export 1.300 mln € • Export/production 70%To be added to the second tier and connected companies (~ 1700
total)
Data 2004
The Italian Sportsystem Cluster
The Italian Sportsystem Cluster
The Italian Sportsystem Cluster
0
100.000.000
200.000.000
300.000.000
400.000.000
500.000.000
600.000.000
Acces
sorie
s
Other
s
Socce
r
Cyclis
m
Leisu
re/F
ree
time
Apres
ski*
Mou
ntai
n
Mot
orbik
eSka
te
Runnin
g
Skiboo
t*
Safet
y
Snowbo
ard*
Telem
ark*
Tenn
is
2003 (€)
2004 (€)
The Italian Sportsystem Cluster
GLOBAL EXPORT PERCENTAGES
COUNTRY EXPORT (avrg) EXPORT TURNOVER
Italy 26,7 € 361.183.571Germany 17,0 € 173.636.796France 9,3 € 112.024.579Spain 3,3 € 64.014.362Great Britain 3,8 € 36.886.679CSI 1,0 € 12.856.358Usa/Canada 7,7 € 120.735.270Japan 2,6 € 3.120.057China 0,2 € 31.486.729Others UE 11,9 € 149.219.202Others Extra UE 5,3 € 59.192.402Total € 1.124.356.006Not assigned € 199.302.929Grand Totale € 1.323.658.935Companies in the sample 92
0,0 5,0 10,0 15,0 20,0 25,0 30,0
Italy
Germany
France
Spain
Great Britain
CSI
Usa/Canada
Japan
China
Others UE
Others Extra UE
26,7
17,0
9,3
3,3
3,8
1,0
7,7
2,6
0,2
11,9
5,3
0,0 5,0 10,0 15,0 20,0 25,0 30,0
Italy
Germany
France
Spain
Great Britain
CSI
Usa/Canada
Japan
China
Others UE
Others Extra UE
Current situation: export
The Italian Sportsystem Cluster
Current situation: delocalisation in 2004
Manufacturing phase Companies delocalising % on delocal.% on
category% on total
Accessories 5 2 2,1% 40,0% 0,5%Coupling 4 0 0,0% 0,0% 0,0%Assembling/Finishing 13 0 0,0% 0,0% 0,0%Shoe factory 155 81 83,5% 52,6% 21,0%Commercial 18 7 7,2% 38,9% 1,8%Punching 4 0 0,0% 0,0% 0,0%Shoe-lace factory 5 0 0,0% 0,0% 0,0%Machine production 10 0 0,0% 0,0% 0,0%Plastic Moulding 26 1 1,0% 3,8% 0,3%Mould maker 9 0 0,0% 0,0% 0,0%Style Design/Engin/Sourcing 28 1 1,0% 3,6% 0,3%Sole maker 5 1 1,0% 20,0% 0,3%Cutting 27 0 0,0% 0,0% 0,0%Upper maker 49 1 1,0% 2,0% 0,3%Others 28 3 3,1% 10,7% 0,8%total 386 97 25,1%
COMPANY DELOCALISING - PER PROCESS
The Italian Sportsystem Cluster
Current situation: delocalisation in 2004
COUNTRY 2003 2004 2003 2004Romania 75 66 41% 44%Croatia 13 7 7% 5%Ungaria 8 5 4% 3%Bulgaria 11 9 6% 6%Serbia 5 3 3% 2%Cech Republic 8 5 4% 3%Slovakia 7 7 4% 5%Other UE countries 5 3 3% 2%China 25 28 14% 19%Far East 21 14 11% 9%Other extra UE countries 4 2 2% 1%NS 1 0 1% 0%
TOTAL 183 149 100 100,0
Total % on total
0%5%
10%15%20%25%30%35%40%45%50%
Roman
ia
Croat
ia
Ungar
ia
Bulga
ria
Serbi
a
Cech
Repub
lic
Slova
kia
Oth
er U
E coun
tries
China
Far E
ast
Oth
er e
xtra
UE cou
ntrie
sNS
2003 2004
The Italian Sportsystem Cluster
Current situation: delocalisation in 2004
Manufacturing phases 2003 2004 2003 2004
Style/Design 1 8 0,6 4,4Engineering 2 10 1,2 5,5Punching/sewing 59 51 34,3 28,0Assemblying 33 29 19,2 15,9Moulding 16 16 9,3 8,8Whole product 61 68 35,5 37,4
Total 172 182 100,0 100,0
companies % on total
Manufacturing phases delocalised (%)
0,0
5,0
10,0
15,0
20,0
25,0
30,0
35,0
40,0
Style/Design Engineering Punching/sew ing Assemblying Moulding Whole product
2003
2004
The Italian Sportsystem Cluster
Current situation: delocalisation in 2004
% on whole production 2003 2004 2003 2004
< 25% 10 8 16,9 8,2> 25% - <50% 7 21 11,9 21,6> 50% - <75% 17 18 28,8 18,6> 75% 25 50 42,4 51,5total 59 97 100,0 100,0%average 58,7 70,0%
companies % on total
% production delocalised (%)
0,0
10,0
20,0
30,0
40,0
50,0
60,0
< 25% > 25% - <50% > 50% - <75% > 75%
2003
2004
The Italian Sportsystem Cluster
Company ProductionTecnica-Dolomite-Nordica Sportshoes - apparel - accessories
Diadora-Invicta sportshoes - apparel - accessoriesGeox sportshoes - apparelAlpinestars sportshoes - apparelRossignol Lange sportshoes - accessoriesLotto Sport Italia sportshoes - apparel - accessoriesNovation VarieCalz. Skandia sportshoesGrisport sportshoesDavos StampaggioEverest Assemblaggiosportshoes S.C.A.R.P.A. sportshoesStonefly sportshoesCalz. Dal Bello sportshoesSiretessile AccoppiaturaIntreco apparelAdidas-Salomon sportshoes - apparel - accessories
Piva sportshoes - apparel - accessoriesSidi Sport sportshoesBieffebi sportshoes
brands
TOP 20 COMPANIES PER EMPLOYEES (excluded delocalised sites)
TECNICA, THINK PINK, DOLOMITE, NORDICA, ROLLERBLADE, LOWA, MARKER, TUBBS, NITRO, ELAN, VOLKL, DNR, CTD UPSTREAM, CETHIVER, ABLEINVICTA, DIADORA, DIADORA UTILITYGEOXALPINESTARSROSSIGNOL, LANGE, RISPORT, LOOK, LOTTO
SKANDIAGRISPORTDAVOS
SCARPA, HILLOCKSTONEFLY, IMPRONTEDAL BELLO, SPIN, DSM
CACAOADIDAS, SALOMON, TAYLORMADE, MAVIC, BONFIRE, ERIMA, ARC'TERYX
NORTHWAVESIDIBIEFFEBI
Current situation: key players
The Italian Sportsystem Cluster
Organisation: Competences• Clusters show a full employment situation, with an high turnover and
inner mobility rates
• Learning procedures are basically internally managed (learning-by-
doing) and allow to technical workers to acquire fast a complete
knowledge on managing a specific production process autonomously
• Internationalisation is opening new scenarios for competences to be
exported setting up structured training programmes for workforce
• Professional services and competences for R&D and Style and
Design play a key role in the internationalised scenario for the cluster
being the main phases located in the Montebelluna area
• Strong collaboration with local university in Industrial Design and
institutions results a key to success in developing new talents
The Italian Sportsystem Cluster
Organisation: Professional Communities – project eKM Dicamo
Il progetto eKM-DICAMO (e-Knowledge Management per il Distretto della Calzatura di Montebelluna) is aimed at• To facilitate aggregation and relationships between local
designers, consolidating their community an enhancing their outer visibility
• To implement a methodological model for a distributed knowledge management for a cluster on a pre-competition level
www.ekmdicamo.org
The Italian Sportsystem Cluster
Organisation: Professional Communities – project eKM Dicamo
• Our on-field researches proofed still a lack of identity and clear boundaries for the designer’s competences, roles and contribution
• Major findings go from a sense of insulation and a mixed figure, covering design but also engineering, industrialisation and production issues to a low attention paid by the top management
• Main causes– High fragmentation of the local designers’ community and lack of
opportunities to meet up and discuss precompetition themes– Low official (national/international) visibility and endorsment– Lack of a shared system to rule and qualify competences needed
to define the professional profile of a designer– Few direct collaborations and projects with research institutes,
universities and public institutions– Industrial model basically focused on manufacturing side
The Italian Sportsystem Cluster
Organisation: Professional Communities – project eKM DicamoAchievements
Offline activities Online activities• 3 international conferences about
relevant topics with national and european speeches
• 7 vespertine about topics as e.g. nanotechnologies, innovative materials, multimedia technologies for design, marketing and consumer trends, focus group, etc.
• 2 on field researches– Design as key to enterprises’
competitiveness – The professional and competence
profile for a designer
• 1 Design Concourse for young designer about a new relationship among foot and land (Between)
• more than 130 subscribers
• 20-40 login/day average (national and international)
• 1 distributed content management workgroup of young graduated, professional and university researchers
• 250 digital articles
• more than 30 multimedia contribution– > 15 newsletter– 8 multimedia interviews
of local designers– 6 case histories
The Italian Sportsystem Cluster
Findings and results
• Awareness of the own professionalism and identity (with a specific new local association TrevisoDesigners)
• Relevant interest and increased committment within the enterprises and institutions for the capabilities in design as startegic key to a renewed competitiveness and to the innovation processes (governance’s new player)
• Facilitation in the knowledge sharing process among experts, professionals and young graduates in Design – ClaDis (community as a bridge among university and professional sphere)
• Domain enlargement with close and collaborative networks/clusters interested in design and creativity (Wood & Furniture, Eyewear, Mechanics and Mecatronics) present in theVeneto area
SMEs are late on large enterprises?
• Large enterprises and multinationals have a sound usage of ICT finalised to– Internal processes optimization (effectiveness) and
efficiency
– Internal knowledge assets valorisation and sharing within the organization
• SME have up to now used ICT on specific segments leaning on the local relationships network to better manage productive processes and to innovate their own business
Evolutionary trends for clusters
Clusters as local manufacturing systems of SMEs have developed an important set of specialized competencies and knowledge assets, based on the productive processes and social dynamics
rooted on the local area
Globalization
Opportunities to exploit and share knowledge on a global scale, beyond the local context (open innovation processes)
Network technologies
Potentialities in terms of information
management and online interaction to redesign internal processes and
B2B relationships
Evolutionary trends for clusters
Cluster internationalization
• Commercial internationalization– local firms are not only able to sell abroad directly
(export), but they are investing to create their own sales networks in the global markets. Through these strategies they promote a more stable presence abroad;
• Manufacturing internationalization– productive processes traditionally managed at the
local level are now carried out also by suppliers located in other countries. Opposite to large corporations, SMEs do not only directly invest abroad (FDI), but they are also interested in promoting or exploiting local networks of suppliers in foreign countries
Evolutionary trends for clusters
ICT adoption in Italian industrial districts
7,9
11,6
36,3
99,3
78,0
74,0
66,4
62,7
19,7
12,0
87,1
0 10 20 30 40 50 60 70 80 90 100
Web site
Mobile communication
Corporate Banking
Broad Band
isdn
Erp
groupware
Edi
Videoconferencing
e-commerce
Source: TeDIS Survey 2004 (45 industrial districts)
Evolutionary trends for clusters
Patterns of ICT adoption
According to a recent TeDIS survey realised within Veneto region, the paths of ICT adoption within clusters are characterized by:
– Consistency with firm’s strategy (selection of the ICT solutions the most coherent with firm’s competitive model)
– Incremental innovation in ICT investments
– Bottom-up approach, without a “master mind” able to coordinate the cluster digitalization process
Evolutionary trends for clusters
Evolutionary trends for clusters
• Cluster internationalisation is modifying the commercial and supply relationship’s network and geography balancing differently local and global components
• Network technologies allow to manage communication processes, interaction and distance commercial exchanges
Virtual cluster as a group of firms (SMEs)
vertically linked and operating in the same
specified supply chains that leverage network
technologies to manage manufacturing and
commercial processes and activities at distance
Relevance of information services
Relevance of technology services
HighLow
Low
High
• Textilebusiness.it
•E-opti.com
•Tilesquare
• Acrib.it
•Leccomech
Platform for Technology services
Virtual clustersVertical communities
Specialized Information
portal
•MeccanicaUtile.com
• Wood industry cluster
•Bravobuild
•Steeltrading
•Tool cluster
• InteRegioNet
Evolutionary trends for clusters
The Italian Sportsystem Cluster
Relevance to Ecolead Project
New challenges of internationalization and network technologies led to cope with three main
strategic issues for our clusters for the time being:
• Growth: as a strategic answer to the need to be global
• Innovation: as a key factor in a mid-long term planning
• Governance: as a way to be more effective and efficient in managing an internationalised
business
81,30%
58,20%
57,50%
54,50%
44,30%
36,70%
27,30%
0,00% 10,00% 20,00% 30,00% 40,00% 50,00% 60,00% 70,00% 80,00% 90,00%
to reduce cost/elevate margin
shareholder/company culture
foreign market issue
to survive
domestic market issue
diversification
to increment family assets
The Italian Sportsystem Cluster
Relevance to Ecolead Project
Growth: why?
Source: McKinsey research – 2005 on 90 significant Veneto’s companies
The Italian Sportsystem Cluster
Relevance to Ecolead Project
Growth: how?
Source: McKinsey research – 2005 on 90 significant Veneto’s companies
89,50%
83,50%
72,90%
63,10%
59,50%
58,90%
50,70%
42,40%
12,90%
12,10%
0,00% 10,00%20,00%30,00%40,00%50,00%60,00%70,00%80,00%90,00%
innovating product and services
acquiring new customers
widening business on current markets
expanding to new geographies
empowering current customers
widening shares control
joint ventures/alliances
diversification
merge
minor acquisition
External leverage
The Italian Sportsystem Cluster
Relevance to Ecolead Project
Three model for growth in a internationalised cluster
• Cooperation in support functions: administration, payroll, legal
and ICT services - no share of industrial projects
• Cooperation in operational function: purchasing, plant and
equiment exploitation, optimization of logistic services or selling
networks - share of some industrial nproject
• Cooperation in strategic function: marketing and R&D - share
of mid term industrial project
The Italian Sportsystem Cluster
Relevance to Ecolead Project: traditional cluster as operational integration
BE
VO
project
PVC
team
Fo
cu
sin
g b
us
ine
ss
op
po
rtu
nit
y
• BE
– In a traditional manufacturing cluster consists of a strong link with the territory, its history and tradition, capabilities and competencies
– Low diffused management skills
– Family run businesses
• VO – support functions
– It’s a vertically integrated network, led by a major player (e.g. shoe factory), focused on some support on process development and ongoing operations for extreme flexibility. Competition and strong individualism did not allow any business/VO among competitors but not core activity
• Project – VO operational functions
– A specific declination (product or a family of similar products) within the vertical integration in SCM
• PVC/Team
– Fragmented competencies in the territory aggregated by each VO
– High mobility of key resources between competitors\
SCM driven organization
The Cluster business model
• Industrial product with a
large craftmade
component
• Several leaders with own
production networks
(stable/unstable)
• Many companies belong
simultaneously to many
logistical-productive
networks with different
standards
Competitive Cluster
Market
The Italian Sportsystem Cluster
Relevance to Ecolead Project: trends driver to a virtual organization
BE
VO
project
PVC
team
Fo
cu
sin
g b
us
ine
ss
op
po
rtu
nit
y
• BE
– link with the territory = branding, style/design, competencies on core processes
– Openness = external inputs and trends, export of technologies/manufacturing
– Technological innovation as key competitive factor
• VO
– Distributed network, still led by a major player (e.g. shoe factory) and shared with strategic partners
– Strategic issues (new sourcing/outlet markets, manufacturing organization etc) are shared in wide project for common internationalization
– Common research project (eg innovative materials)
• Project
– A specific declination within the vertical integration in a extended/not geographically defined SCM
• PVC/Team
– Awareness and identity of new professionalities, especially on R&D, Design and Style
– Relevance of IPR issue and exploitation
– Emerging professional services
internationalisation Network technologies
Driver to a virtual organization