20140918 internationalisation clusters_mz_k
DESCRIPTION
Clusters are excellent tool to support firms to internationalise. But how can cluster organisations provide best support? What strategy? How to deal with emerging industries?TRANSCRIPT
Success Factors for Internationalisation
of Clusters
Dr. Gerd Meier zu Köcker
Berlin, 18th September 2014
www.bmwi.de
If policy makers insist
If it is a mandatory part of funding rules
Only because of funding
If products or technologies are not competitive
If cluster participants do not have capacities to internationalise
If the cluster management does not have the mandate to
internationalise
If the cluster does not have any idea or strategy where and why to
internationalise
Reasons Not to Internationalise
2
Reasons Why to Internationalise
To increase growth and profit of cluster participants
If transnational cooperation provides more added value than
regional cooperation
To enter new markets or acquiring new customers
To tackle new value chains
To acquire knowledge or competences not available among
cluster participants
To share risks (R&D, projects, investments etc.)
To reduce costs (e. g. production is cheaper abroad)
To increase visibility and become more attractive
3
Internationalisation of Clusters…
… is more than business trips and trade fairs
… is more than only export promotions
… is a tool, not a target
… takes a long time to success
… varies significantly between clusters
4
Kinds of Internationalisation of Clusters
Trend scouting
Products, technologies
Markets, consumer behaviour etc.
Export promotion
R&D cooperation
Joint product development
Incl. adaptive development
Acquisition of know-how, technologies
Strategic partnerships
Joint venture
Foreign branch
Foreign production facilities
5
Geographical Priorities of Activities
of Clusters from Selected Countries
0 %
10 %
20 %
30 %
40 %
50 %
60 %
Regional
NationalInternational
Spain France Germany Norway Denmark
6
© ESCA 2013, data from 2012
Success Factors for Making
Business in Korea
7 © VDI/VDE-IT, 2011, Survey among 150 German SMEs
Higher impact on business
activities of cluster
participants when cluster
management is responsible
for internationalisation
Some Success Factors
Transnational, cross-sectoral
co-operation is still a challenge
Meier zu Köcker et al., 2011, http://www.tci-network.org/news/314
8
Failure Factors
Meier zu Köcker et al., 2011, http://www.tci-network.org/news/314
9
10 Key Success Factors
Internationalisation strategy developed with cluster participants
Cluster management is responsible for internationalisation
Competitive products, technologies (and companies)
Cluster actors are willing and able to invest
Innovative services offered by the cluster management
International experience of cluster management team
Good knowledge of international cluster landscape
Public support schemes (e. g. funding schemes)
Involvement of other key actors (export promotion agencies, Foreign
Chamber of Commerce etc.)
Patience…
10
Communication of the upcoming strategy process among the cluster
participants
Selection of stakeholders and cluster actors to be involved
SWOT analysis/analysis of the current demand status and
future expectations
Creativity workshops with cluster actors and stakeholders
Additional interviews with selected cluster actors
Deduction of strategic objectives and operational targets
Identification of main action fields
Prioritisation of actions and services
Discussion of approach with cluster actors and stakeholders
Agreement on action plan for development and implementation of services
10 Steps Towards an
Internationalisation Strategy
11
Cross-Sectoral
Cooperation is Still an Issue
Technologies and industries are more and more
converging;
Key driver: industrial transformation processes
Cluster and cluster management must cope with this
challenge
12
Prevailing Services of Cluster Organisations
in the Context of Internationalisation
0
1
2
3
4
Availability of print/webinformation in foreign languages
Participation of the clustermanagement in trade fairs /
conferences abroad with ownbooth to present the cluster and
its participants
Other activities by the clustermanagement for intensifyinginternational contacts and co-
operations with foreign partnersor clusters
Offices or other permanentrepresentations of the cluster
abroad
Acquisition of international R&Dprojects that were mainly initiated
by the cluster management
Other services/activities
Spain France Germany
Norway Denmark
© ESCA 2013, data from 2012 13
Current Trends
14
Internationalisation
– The Ideal Case –
Sustainable
strategic
partnerships
Looking for
external partners
Among cluster
actors
15
Internationalisation
– The Ideal Case –
Sources: gerber and Limmatdruck Zeiler
16
International Cleantech Network (ICN) is a global strategic cluster partnership
Alliance of 16 cluster organisations from
Africa, Asia, Europe and North America
Initiated and managed by “Clean – Connecting Danish Cleantech”
Based on a joint strategy
to enhance knowledge-sharing between businesses, knowledge institutions and local authorities,
to improve collaboration between the regions in which the clusters are located,
to increase visibility to attract talents,
to facilitate identifying of partners for R&D projects or business, and
to provide market insights and assistance for internationalisation.
From International Networking
Towards Strategic Partnerships
17
Traditional approaches and key success factors
for cluster internationalisation are not sufficient
to address upcoming industrial needs
for internationalisation.
Summary
18
Dr. Gerd Meier zu Köcker
VDI/VDE Innovation + Technik GmbH
Steinplatz 1
10623 Berlin
E-Mail: [email protected]
Tel.: +49 30 310078-118
Fax: +49 30 310078-222
Contact
19