presentation done by gerd meier zu kocker and zita zombori
TRANSCRIPT
European Clusters Go International
- Current Status and Key Success Factors -- Current Status and Key Success Factors -
Gerd Meier zu Köcker1, Lysann Müller1, Zita Zombori2
1Agency Competence Networks Germany2 Gedeon Richter, Hungary
Delhi, November / December 2010
Why This Study (I)?
Internationalisation of clusters is considered to be of high
relevance for the competitiveness of cluster firms
Key success factors for internationalisation still not really
understood
page 3
understood
Still a challenge for the cluster managements to provide tailor-
made support
More than organising delegation missions and trade fairs !
Appropriate funding schemes often missing
The European-wide study should contribute to a
better understanding of the key success factors
Why This Study (II) ?
117 clusters participated in the Pan-European survey
From 11 different countries
From different technological domains
Most of them labelled within their national cluster support
page 4
Most of them labelled within their national cluster support
scheme
All have international ambitions
General Observations (I)
The cluster management has a dedicated mandate for Internationalisation
2007 2010
page 5
10%
38%
38%
14%
Strongly agree
Mostly agree
Mostly disagree
Strongly disagree
22%
58%
16%
4%
Strongly agree
Mostly agree
Mostly disagree
Strongly disagree
The cluster has developed and implemented an internationalisation strategy
Networks and clusters in which
the management is responsable
for internationalisation
General Observations (II)
page 6
-3 -2,5 -2 -1,5 -1 -0,5 0 0,5 1 1,5 2 2,5 3
All networks and clusters - 2007
All networks and clusters - 2010
Networks and clusters in which
the actors feel responsable for
internalisation
Index valueStrongly disagree Strongly agree
Zustimmung
Score: +3 - Strongly agreeScore: +1 - Mostly agreeScore: -1 - Mostly disagreeScore: -3 - Mostly disagree
Key Success Factors for International Co-operations
High competitiveness of products and services provided by
the cluster firms
Key Success Factors I + II
page 7
Access to clusters and networks in targeted countries
The Korean Experience – Key Success Factors by German
SME Perspectives
page 8
Own investigations, 2009
Key Success Factors for International Co-operations
Clusters having developed and implemented an
internationalisation strategy tend to be more successful in
initiating international co-operations with positive impact on
Key Success Factors III
page 9
initiating international co-operations with positive impact on
firms business
New Co-operations Initiated within the Last Three Years
page 10
Key Success Factors for International Co-operations
Cluster managements having a dedicated mandate and strong
backing from the cluster firms tend to be more successful
Key Success Factors IV
page 11
Networks and clusters in which
the management is responsable
for internationalisation
Clusters Having a Clear Mandate for Internationalisation Tend to
be more Successful
Compared to 2007 clusters made considerable progress in terms of internationalisation with positive impact on cluster firms business
page 12
-3 -2,5 -2 -1,5 -1 -0,5 0 0,5 1 1,5 2 2,5 3
All networks and clusters
Networks and clusters in which
the actors are responsable for
internalisation
for internationalisation
Index value
Score: +3 - Strongly agreeScore: +1 - Mostly agreeScore: -1 - Mostly disagreeScore: -3 - Strongly disagree
Strongly disagree Strongly agree
Key Success Factors for International Co-operations
Cluster managements having a dedicated mandate and strong
backing from the cluster firms to create international co-
operations benefit much more from EU-funding projects
Key Success Factors V
page 13
operations benefit much more from EU-funding projects
Being Involved in European Programmes was of Significant
Benefit for the Cluster Managements…….
Being involved in European programmes/projects supporting international cooperation among clusters, had a positive impact on the internationalisation activities of the cluster managements
Networks and clusters in which
the management is
responsable for
internationalisation
page 14
-3 -2,5 -2 -1,5 -1 -0,5 0 0,5 1 1,5 2 2,5 3
All networks and clusters
Networks and clusters in which
the actors are responsable for
internalisation
Index value
Score: +3 - Strongly agree
Score: +1 - Mostly agree
Score: -1 - Mostly disagree
Score: -3 - Strongly disagree
Strongly disagree Strongly agree
…. but with a Comparable Low Impact on Cluster Firms Business’,
except if the Cluster Management have had a Mandate
Being involved in European programmes/projects supporting international cooperation among clusters, had a positive impact on the internationalisation activities of the cluster firms
Networks and clusters in which
the management is
responsable for
internationalisation
page 15
-3 -2,5 -2 -1,5 -1 -0,5 0 0,5 1 1,5 2 2,5 3
All networks and clusters
Networks and clusters in which
the actors are responsable for
internalisation
internationalisation
Index value
Score: +3 - Strongly agree
Score: +1 - Mostly agree
Score: -1 - Mostly disagree
Score: -3 - Strongly disagree
Strongly disagree Stongly agree
Case Example – Gedeon Richter - A Global Player,
but Still Interested in Increasing International Co-operations
page 16
25000
30000
8,8%
Continuously Increasing R&D Expenditures as Driver for Internationalisation
page 17
-5000
0
5000
10000
15000
20000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009
M H
UF
R&D expenditure as % of sales
6,9%
Drivers for Gedeon Richter’s Increased Internationalisation Efforts
Gedeon Richter is well positioned in many important markets world-wide,
butbut
Increased pressure comes for Asian competitors
page 18
Increased pressure comes for Asian competitors
Innovation capability becomes decisive success factor
R&D efforts increases continuously
main objective of themain objective of the internationalisation strategyinternationalisation strategy
Identification of SMEs world-wide, whose inventions / R&D pipeline fit to
Gedeon Richter’s product portfolio
Joint R&D and commercialisation of SMEs’ inventions / products
Recommendations (I)
Policy Recommendation
Future funding activities should focus on cluster managements having a clear
mandate to internationalise
Support developing and implementing of tailor-made internationalisation
page 19
Support developing and implementing of tailor-made internationalisation
strategies
Encourage cluster managements to take over responsibility for
internationalisation on behalf of the cluster firms
Support new support measures and tools provided by cluster management
than funding those already offered by other bodies
Delegations missions
Trade fairs
….
Do not make to much pressures on clusters if they are not yet ready for
internationalisation
Recommendations (II)
Recommendation for cluster managements and firms
Cluster managements should take over responsibility for internationalisation on
behalf of the cluster firms
Develop and implement a tailor-made internationalisation strategy together
page 20
Develop and implement a tailor-made internationalisation strategy together
with the cluster firms (at the very beginning)
Focus support measures on those firms that have competitive products and
technologies available
Apply for funding only if there is a clear mandate given by the cluster firms.
Otherwise a low impact on firms is very likely
Create demand-oriented services and support for the cluster firms
Do not stick on conventional tools
Thank you very much for your attention !
Dr. Gerd Meier zu Köcker
Managing Director
Agency Competence Networks Germany
page 21
Agency Competence Networks Germany
E-mail: [email protected]
Phone +49 30 310078118