workshop. part 1 internationalisation · key challenges: • create a favourable environment for...

Workshop. Part 1

INTERNATIONALISATION How to Boost Internationalisation Through Clusters

19th October, 2017 5th IWS in Riga, Latvia

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• Role of their CMOs (Associations, Networks) in their Region promoting

Internationalisation

• Activities, Services and Projects that they carry on

• Resources and Funding

• Contribution to their Members’ (especially their SMEs) and to the Regions’ Global

Competitiveness.

Goals/ Objectives

Why How

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WHY?!

Internationalisation

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Internationalisation of …

Companies &

other cluster actors

(e.g. SCTI)

Domestic territory Foreign territory

CMO

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Challenges vs. Opportunities

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Going beyond borders…why?

• Economics of scale/more revenue

• Increase/extend the sales life of current products 1. Revenues & sales

• Access to knowledge

• Increase innovation

• Recruiting new talent

2. Knowledge & innovation

• Access to new markets

• New capital/increased level of external funding utilized

• Mutualisation of resources

• Increased access to potential inward investors

• Access to key infrastructure (e.g. pilot plants, living labs)

3. Markets & capital

• Access to new international partners for collaboration

• Diversify/ access to a (wider/new) customer base 4. Partners & customers

• Potential raised profile/ stronger joint visibility

• Reduce existing/potential risks (associated with market/products/seasons, etc. dependency)

5. Visibility & risks

• Improved ability to benchmark performance

• Better understanding of the framework conditions needed by cluster organisations to operate more effectively internationally

6. Benchmarking

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Place matters

• Gained relevance in light of EU RIS3 build on regional innovation systems and clusters;

• Smart specialisation a place-based framework

Fragmentation

•Economic activities don’t respect borders; •Fragmented innovation capacities

Local buzz & global pipeline

•Knowledge based theories stress the importance of balancing global pipelines (channels) with local buzz (knowledge/special atmosphere) as they assume to facilitate higher level of innovation

Why internationalisation is important?

Internationalisation/ along with inter-territorial collaboration can be seen as a way to

- link & explore fragmented capacities/innovation,

- connect local and global

𝑖𝑚𝑝𝑜𝑟𝑡𝑎𝑛𝑡 ≠ codified

𝑖𝑚𝑝𝑜𝑟𝑡𝑎𝑛𝑡 = tacit/diffused knowledge place/location

Local networks can be too close, exclusive and rigid, leading to such phenomenon as “over-

embeddedness” (Uzzi 1996, 1997)

costs comp

lexity

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Source: European Cluster Strategy for Growth, 15eme journee nationale des poles de competivite, Paris Bercy,

4/03/2016 Michel Catinat, Head of Unit GROW.F2 – Clusters, Social Economy &

Entrepreneurship, http://ec.europa.eu/growth/industry/poli

cy/cluster/internationalisation_en

Clusters accelerators for innovation and

industrial change

Cluster excellence

International cluster

cooperation

Internationalisation of cluster cooperation:

At core of European cluster strategy for growth

http://ec.europa.eu/growth/industry/policy/cluster/internationalisation_en

http://ec.europa.eu/growth/industry/policy/cluster/internationalisation_en

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HOW?!

Internationalise

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• EU 2016, Cluster internationalisation and Mega trends, http://www.sgg.si/wp-content/uploads/2016/06/Cluster_Internationalisation-and-Global_Mega_Trends_Report.pdf

• Pavelková et al. , 2016: Internationalisation of Cluster Organisations: Strategy, Policy and Competitiveness, http://www.cambridgescholars.com/internationalisation-of-cluster-organisations

• Kaspar Nielsen et al. 2016: Strategic Internationalisation, A Tool for clusters, file:///C:/Users/a.konstantynova/Downloads/Strategic%20internationalisation%20tool.pdf

• BeWiser, 2016: Cluster Internationalisation Best Practices Guide JAP action B2.2b, http://be-wiser.eu/admin/resources/bewiserjapbestpracticesguide-v3.pdf

• Ketels, 2014: Cluster initiatives going internationalization, by Christian Ketels, http://www.tci-network.org/news/840

• Accio 2013, Best practicies in internationalisation for clusters, https://www.clustercollaboration.eu/sites/default/files/profile-article/indescat_doc_en_8_6._best_practiques_in_internationalization_for_clu_0.pdf

• TACTICS, 2012: Better cluster policies and tools for implementation. Cluster internationalisation, file:///C:/Users/a.konstantynova/Downloads/Cluster%20internationalisation.pdf

References:

http://www.sgg.si/wp-content/uploads/2016/06/Cluster_Internationalisation-and-Global_Mega_Trends_Report.pdf











http://www.cambridgescholars.com/internationalisation-of-cluster-organisations









http://be-wiser.eu/admin/resources/bewiserjapbestpracticesguide-v3.pdf







http://www.tci-network.org/news/840





https://www.clustercollaboration.eu/sites/default/files/profile-article/indescat_doc_en_8_6._best_practiques_in_internationalization_for_clu_0.pdf











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file:///C:/Users/a.konstantynova/Downloads/Strategic%20inte

rnationalisation%20tool.pdf

Kaspar Nielsen, Riga 2017

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• Global Markets Information

• Internationalisation Strategy

• Trade Missions

• Trade Fairs and Exhibitions

• Configuration of SMEs Groupings

(Export Consortia…)

• Training & Development in International

Issues/Markets

• After-Sales / Services Centre Abroad

• CMOs’ Representative Office Abroad

• CMOs’ Partnership Agreements with

Foreign Clusters

• CMOs’ International Networking

• European/International Collaborative

Projects

• FDI Attraction

• Territory / Cluster Marketing/Branding

CMOs & internationalisation activities…

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Chain of clusters´ internationalisation

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Case studies

Internationalise

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EXAMPLE 1. “Reverse Trade Mission” CMO & Members

Involved

HABIC Fourniture, Wood & Design Cluster Basque Country + 18 member companies (15 SMEs)

Service/Activity: Reverse Trade Mission from U.K.

Rationale: Lack of visibility and difficulty in accessing relevant contacts and opportunities in the huge UK contract

market.

Description: Organising a prospect visit for 85 UK architects and designers, specificiers in large refurbishing and

furnishing projects for corporate and public buildings.

Work lunch in the premises of a Basque Building with a cluster’s showroom; visit to the manufacturing

facilities of 8 Basque companies. 370 pre-arranged B2B interviews between the visitors and the

participating members of the company. Leisure time to build personal relations.

Implementation

Date:

Ideation: November 2016 during visit to London’s Clerkenwell Design Week; Preparation: March-May

2017; Visit to the Basque Country: May 2017

Objective: To introduce the Basque furniture industry to UK architects and designers and to build durable business

relationships and partnerships with them.

Financial

Sources:

Basque companies interested in the different activities and events paid a fee and covered about 60% of

the travel and accommodation expenses of the delegation.

Support

Instruments (Cluster Policy &

Other Programmes):

Cluster Support Programme funded 50% of the staff expenses of the Cluster management team.

ELKARTZEN Programme (Basque Government Programme for Collaborative Internationalisation)

funded 40% of the events organisation expenses.

Key Challenges: Identifying the right people.

Building an appealing agenda for them.

Success Factors: A strong commitment from all Cluster’s members.

Impact: 85 UK architects & designers from top studios attended finally the meeting in the Basque Country.

During 3 days they had + 420 business meetings with 15 SMEs & 3 large Basque Companies.

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Summary of Cases

International

Border-

regional

Inter-

regional

Level/ Rational Sector Market Challenge based

Alliances: joint platform

&/or project based

Assesments

Trade fairs

Trade

missions

F.offices

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Summary of Cases Regions

Basque Country

Haidu-Bihar

Highlands & Islands Latvia Lubelskie

Northern Ireland Piedmont Total

Sequence of presentation 6 1 2 4 7 3 5

Alliance/joint platform 2 1 2 3 8

BioPmed Piomonte healthcate cluster 1

European Food cluster association: Pharmapolis innovative Food Cluster+Food Safety Management Finland 1

Facilitating international eco systems - European connected Health alliance 1

Joint internationalisation strategy 1

Made in Scotland: helping-bussiness to export 1

MESAP. “Thales meets MESAP’ SMEs” 1

Mapping, connecting and acting - internationalisation the IE/NI Bio Pharma cluster 1

Pharmapolis Innovative Pharmaceutical Cluster CMO+cluster mambers 1

Alliance/project based 1 2 3

Express European project: Mesap Innovation cluster 1

MESAP. “TUNISIA” 1

Internarional Collaboration Projects: Latvian High Added Value and Healthy Food Cluster & companaies 1

Assessment 3 3

Online training tools for the internationalization of life science SMEs 1

SIMEST – “Capitalization of exporting SMEs” 1

Italian SMEs internationalisation interests and needs assessment 1

Representation 1 1

AFM Office in China (Tianjin) 1

Trade fair 1 2 1 4

Industry Panel within Lublin Energy Trade Fair ENERGETICS 1

Lublin Medical Cluster. Participation in Fair Trade GalMed 2017 1

Mobility Goes International final event 1

Trade Fiars & Exhibitions: Latvian IT Cluster & SMEs 1

Tarde mission 1 1 2

Cooperation of Eastern ICT cluster with Ukrainian companies 1

HABIC Reverse Trade Missions 1

Grand Total 2 2 1 2 3 2 9 21

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1. Present 1 case study per region (max 10 min)

2. Discussions/questions around each block of activities (5-7 min)

Format/ Internationalisation

Blocks of activities:

1. Alliance/ joint platform

2. Alliance/ project based

3. Assessment & representation

4. Trade fairs & trade missions

Highlight:

1. Activity description/ its main partners

2. Financial sources/ support instruments

3. Success factors

4. Would you apply it again?

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EXAMPLE 1. CMO & Members

Involved

Pharmapolis Innovative Pharmaceutical Cluster CMO + cluster members

Service/Activity: Efficient support for and/or representation of cluster members to improve internationalization

Rationale: Some cluster members had difficulties with contacting potential international partners/market opportunities

Description: CMO has day-to-day contact with the Chamber of Commerce and Industry of Hajdú-Bihar County

(bringing the services provided by Enterprise Europe Network), the National Chamber of Commerce and

Industry, municipalities, higher education institutions and the Hungarian National Trading House – their

activities cover a wide range of international networking. Gaining this potential through these contacts, the

CMO provides information, organises bilateral or multilateral discussions, or if necessary represents

cluster members at different events.

Implementation

Date:

In progress

Objective: To ensure and improve the smooth contact between cluster members and potential international

opportunities and markets

Financial

Sources:

Own sources

Support


Other Programmes):

Not applied

Key Challenges: • Set up a sustainable and reliable interaction of CMO and its members but even beyond, the wide range

of economic actors of the county in order to enlarge its international visibility

Success Factors: • Improved networking of cluster members

• New cooperations of cluster members with international actors

Impact: Wider scope of international presence, activity and recognition of Hajdú-Bihar County business and

scientific actors

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EXAMPLE 2. European Food Cluster Association CMO & Members

Involved

Pharmapolis Innovative Food Cluster + Food Safety Management Finland (FSMF) + 50 other

organisations from 18 countries

Service/Activity: Establishing the European Food Cluster Association

Rationale: Lack of an efficient platform for the everyday connection of food clusters

Description: The idea of EFCA started on the Cluster to cluster conference in Berlin, September 2014. At a conference

on 5th December 2014 in Debrecen, Hungary, few cluster management companies had agreed to fund

the EFCA and to develop joint programmes.

Implementation

Date:

2014

Objective: To connect the European food clusters’ managing organizations to support the SMEs and their economic

success through:

•Supporting the SMEs to use their results of innovation in commercialization

•Attracting talent and capital for SMEs through capacity building activities

•Supporting the internalization and growth of SMEs

•Supporting the global presence of the European SMEs outside of Europe

Financial

Sources:

No specific sources applied

Support


Other Programmes):

No specific instruments applied, but through the cooperation, Interreg V, ERASMUS+, INNOSUP projects

have been prepared

Key Challenges: • create a favourable environment for and stimulate the food value chain research and innovation

• set up collaboration and networking activities for the European food clusters and their SMEs

Success Factors: • solid expectations and committment by participating actors/organisations

Impact: The recently formulated international network of food clusters can stimulate the food value chain from

research to innovation of the members particularly SMEs

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CMO & Members

Involved

Aldomak, Braehead Foods, Bute Island Foods, Cairngorm Brewery, Cobbs, R&B Distillers, Scottish Salmon Company, Shetland

Reel, Summer Harvest and A Taste of Arran.

Service/Activity A consortium cooperative being set up to help Scottish companies to export their products.

Rationale Lack of international sales and accessing contacts and opportunities in the international markets.

Description Collaborative export solutions is an innovative collaboration of a number of Scottish food and drink companies able to offer

access to the best of Scotland’s Food and Drink products

Implementation date March 2017

Objective To introduce international wholesalers and retailers to Scottish Food and drink products, but also to innovate to meet their

needs efficiently and two build relationships with key contacts.

Financial sources undisclosed

Support instruments Applying for funding from new £650,000 collaborative innovation fund from Scotland’s Food and Drink Partnership.

Key challenges Agreeing projects to move forward with as a group.

The first one is to innovate to reduce the amount of sugar in cakes. E.g. one business has a contract with Aldi and they want

them to reduce the amount of sugar in their chocolate brownies by 20% by 2020

Success factors Made in Scotland was one of the winners of the collaboration prize, delivered by Co-operative Development Scotland on behalf

of Scottish Enterprise and Highlands and Islands Enterprise in partnership with Business Gateway and the Scottish Chambers of

Commerce. The prize was presented at the HSBC Scottish Export Awards in association with Scottish Enterprise.

Impact Consortium is making good progress, mainly in the field of building relationships.

Case Study: Made in Scotland: helping businesses to export through the Made

in Scotland collaboration

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“Facilitating International Eco Systems - European Connected

Health Alliance

Members

Involved

The ECHAlliance board of directors is made up of a strong international team, with members coming

from industry, academia and healthcare professionals. Board members consist of both foundation

members and a number of ECHAlliance partners. The board, currently led by Chairman Brian O’Connor,

is responsible for the day to day running of the ECHAlliance and for delivering the ECHAlliance vision.

This includes matters such as governance, finance, strategy, membership, project engagement and

events. The board is also supported by an independent observer, Dr Andrew McCormick, Permanent

Secretary at the Northern Ireland Department for the Economy. Foundation members include;

Department of Health & Social Services and Public Safety, Intel;Pure IP, Oulu Health, Irish Department

of Health, Janssen Healthcare Innovation, Total Mobile, Osborne Clarke, Cisco, Dell Healthcare IT,

Roche Emminens, Ambient Assisted Living Programme

Service/Activity: Facilitating international multi-stakeholder connections around ecosystems, driving sustainable change

and disruption in the delivery of health and social care

ECHAlliance connects 20 Connected Health Ecosystems across Europe, USA, Canada and China.

Rationale: ECHA have taken the Northern Ireland Ecosystem and replicated this throughout our permanent

network

Description: With a direct presence in 40+ countries including spread Europe, USA, Canada and China, the

ECHAlliance members develop innovative solutions around mobile health, chronic diseases, active &

healthy ageing, Internet of Things, wearables, personalised medicine, genomics, Big Data. Our wide

impact can be seen on www.echalliance.com

Implementation

Date:

May 2012

Objective: Provide Knowledge & Intelligence: ECHA provide information, news, reports, market surveys, insights

about the markets, the solutions, the latest technology trends, business and research opportunities, etc.

Influence: ECHA work closely with the European Commission and national/regional governments, for

the design of public policies and strategies about Digital Health, Wellness and Active & Healthy Ageing /

Silver Economy.

Connect & Network: ECHA are a large community of 16,500+ individuals and 600+ member

organisations, gathering governments & policy-makers, health & social care providers & professionals,

companies (large, Start-ups, SMEs), universities & research centres, public & private insurers, patients

& citizens representatives and investors.

https://echalliance.com/

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Financial

Sources:

Initial grant support of £245K awarded by InvestNI from 2012 to 2014 to establish the Northern Ireland

ECHA and to enable ECHA to recruit paying members and seek other sources of funding. The network is

now self-sustaining.

Support


Other Programmes):

InvestNI supported ECHA through their Collaborative Network Programme. In addition a number other

members and stakeholders host quarterly meetings. ECHA are currently actively engaged with the

following EU projects,; GET, PULSE (Smart Healthy Cities); Readi For Health, SEED, Trilllum Bridge II

and WE4AHA.

Key Challenges: Persuading organisations to work together educating stakeholders about the work of other stakeholders

and creating relationships and trust.

Success Factors: Engagement and support across all the relevant NI government departments. Northern Ireland

Ecosystem well established and acting as an example to enable international expansion in Europe,

Canada, US and China.

A number of initiatives include the establishing the International Working Group on Medicines

Optimisation, the creation of Collaborative Networks on Care @ Home, and Mental Health & Well Being

and the inclusion of Northern Ireland companies and organisations in the international network,

Impact: Have assisted with introduction of Northern Ireland companies to other market, have raised the profile of

Northern Ireland health and care internationally, have had success in Horizon 2020 Calls.

“Facilitating International Eco Systems - European Connected

Health Alliance (continuation)

Objectives cont: Implement & Scale-Up: ECHA have built a large international Ecosystem distribution network, able to

support policy-makers and insurances in identifying the best solutions to their needs, and the companies

to commercialize and scale-up their solutions. ECHA have designed a specific pathway facilitated by the

enabling environment of our Ecosystems, accelerating the implementation of innovative solutions.

https://echalliance.com/

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continuation

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BIOPMED. BioXclusters alliance

CMO & Members involved: bioPmed Piemonte healthcare cluster, Biocat, BioM, Lyonbiopole

Service/Activity: BioXclusters alliance

Rationale: Difficulties for European companies to approach non-European target markets. Lack of visibility and critical mass for a single European cluster that wants to approach non-European clusters.

Description:

The alliance provides a wide range of services to aid its SMEs growth and competitiveness. Its activities include:

•The organisation and participation of matchmaking and networking events with clusters and potential business partner in its defined international strategic markets.

•Fact-finding missions to strategic countries to learn first-hand about country-specific opportunities and entry requirements as well as to establish contacts with local clusters and potential business partners.

•Information materials about the target countries for higher market understanding.

•Tools to support its SME’s international development, which include the eLSi platform and the developing EasySpeak platform. The Handbook of Recommendations for Internationalisation and Best Practices, a compilation of key findings documented during the alliance’s first phase, is highlighted as an essential document to help with international expansion.

•Training workshops / webinars for SMEs with external experts from the target countries to educate, build and spread knowledge.

•Personalised services through the gateways. These include the identification of partners and collaboration opportunities for SMEs.

Implementation Date: The alliance has been established in 2012 and it is still running.

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BIOPMED. BioXclusters alliance

Objective: To support the competitiveness of SMEs by facilitating internationalization and the creation of a single European entry point for global players in the life sciences and health sector.

Financial Sources: European Union’s COSME programme

Support Instruments

(Cluster Policy & Other Programmes):

• Financial support to SMEs for internationalization services

• Matchmaking and networking events

• Training workshops / webinars for SMEs

• Sectoral dossiers about the target countries

Key Challenges: • Identifying reliable and efficient Gateway partners in third-countries

• Sustainability of the alliance on the long term after the end of the funded period

Success Factors: Strong commitment of the four CMOs of the bioXclusters alliance

Impact: Over 3,300 innovative SMEs across the four partner regions can benefit from the internationalization support and are represented by the bioXclusters alliance.

continuation

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BIOPMED. Online training tools for the internationalization of life science SMEs

CMO & Members involved bioPmed Piemonte healthcare cluster and several other European partners (CMOs, universities, development agencies).

Service/Activity: Online training tools for internationalization produced through 3 European funded projects (Bioculture, eLSi, EasySpeak)

Rationale: Difficulties for European companies to understand non-European business and scientific cultures.

Description: The purpose of the three projects was to boost the competitiveness of SMEs in the Life Sciences sector, by producing, developing and making available international business culture resources. Tools, guides and publications were produced and seminars organised to favour and support company internationalisation.

Implementation Date: Bioculture (2007-2009); eLSi (2012-2014); EasySpeak (2015-2016)

Objective: Through the creation of language & culture training resources, the three projects wanted to contribute to a successful increase in the global competitiveness of European small and medium-sized enterprises in the life science sector, with a focus on non-European target countries.

Financial Sources: European Union’s Leonardo – Transfer of Innovation and Erasmus+ programmes

Support Instruments


• Online language training tools with focus on the life science sector

• Training workshops / webinars for SMEs

• Training materials about non-European business and scientific cultures

Key Challenges: • Identifying reliable training experts in each of the target country

Success Factors: Strong commitment of all the projects members

Impact: Ability of European SMEs to ‘read’ cultural business situations such as negotiations, bench-to-bench collaborations, meetings and relationship-building, and to prepare them for the life science sector in the non-European target country, thereby enhancing business opportunities abroad.

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CLEVER. “Joint internationalization strategy”

CMO & Members Involved

Environment Park/CLEVER (Italy), Cluster Canario Transporte y Logistica (Spain), Bulgaria Telecommunication Cluster (Bulgaria), Digital League (France)

Service/Activity: Internationalization strategy

Rationale: Opportunities to access third countries markets (Brazil/Morocco), satisfying the demand for innovation with integrated solutions/products (integrated industrial value chain) for sustainable transport and logistics, based on a collaborative and cross sectoral approach of different clusters from clean tech, ICT and transport sectors.

Description: Development of a joint internationalization strategy, based on the following process: -Survey about the specific interests and approaches to internationalization of the cluster members, creating a portfolio of companies potentially interested in cross sectoral cooperation to go international -Analysis of the third countries’ opportunities for cooperation and demand for innovation (international networking, CtoC events and fairs), with the support of EEN, Eurochambre and other EU funded initiatives (i.e. Low Carbon Business Action Brazil. ELAN Network) -Creation of a strategic cluster platform with other european clusters exploring synergies (9 clusters actually in the partnership) -Organization of BtoB sessions to identify cooperation opportunities between cluster members -Development of a joint internationalization and sustainability strategy

Implementation Date: June 2016 – December 2017

Objective: To access Moroccan and Brazilian markets by a collaborative internationalization strategy focused on cross sectoral cooperation and partnership agreements between european clusters and target countries organizations (i.e. Logipole in Morocco)

Financial Sources: Clusters involved supported the participation of clusters and members to the matchmaking and networking events, in the frame of MOVE project

Support Instruments COSME action for 'European Strategic Cluster Partnership-Going International' (ESCP-4i)

Key Challenges: Identifying the right synergies for an effective intercluster collaborative approach

Success Factors: A strong commitment from all CMOs

Impact: 300 potential partner organizations identified in third countries market About 100 SMEs and companies from 7 clusters involved in Business meetings exploring opportunities for cooperation

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MESAP. “EXPRESS European Project”


Mesap Innovation Cluster + 7 Members from 6 Countries

Service/Activity: European/International Collaborative Projects Rationale: • lack of knowledge of the actors in the SSI ecosystem

• lack of a common European strategy for the promotion of SSI

Description: EXPRESS is a project funded by the European Commission to examine and accelerate the adoption of Smart Systems Integration (SSI) in Europe, and as a result to gain global leadership and societal benefits in this fast-developing field. In this context, ecosystem is defined as a sustaining environment to promote economic growth, skills growth, and growth in industrial capability and global competitiveness, fuelled by the extension of knowledge, the ambitions of innovators and the business and societal needs of the community at large. The ultimate aim is to accelerate the adoption and thereby bring forward the rewards of Smart Systems Integration.

Implementation Date: Ideation: March 2013; Starting date: 01/01/2014

Objective: The aim of EXPRESS is to support the development of an Ecosystem for Smart Systems Integration in Europe.

Financial Sources: Project cost is 1,6 million €

Support Instruments (Cluster Policy & Other Programmes):

Project funding (by European Commission's 7th Framework Programme) is 1,1 million €

Key Challenges: identify the existing strands of capability in groupings and value chain players from research to the marketplace, examine the gaps to be bridged create strategies and tools to complete the eco-cycles of skills>research>investment>innovation>exploitation>re-investment that

are vital if the economic opportunities and societal benefits of Smart Systems Integration are to be realised.

Success Factors: a good and homogenous partnership clear and reachable goals

Impact: obtaining a clear and deep picture of the SSI ecosystem laid the foundation for a second project in which the objective is to give added value to the SSI by creating a trademark

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MESAP. “Thales meets MESAP’ SMEs” CMO & Members Involved

Thales, MESAP, 8 cluster members

Service/Activity: Configuration of SMEs Groupings Rationale: Thales Group is updating the list of qualified suppliers in order to increase the innovation capabilities

Description: First Open Innovation Day in partnership with European clusters (*) to build smart solutions for a safer world together with Thales. Thales is a world-class technology leader serving the Aerospace, Space, Ground Transportation, Defence and Security markets and is a key player in keeping the public safe and secure, guarding vital infrastructure and protecting the national security interests of countries around the globe. (*) DSP Valley (Belgium), Fondazione Distretto Green & High Tech Monza-Brianza (Italy), HighTech NL (The Netherlands), MESAP (Italy), Minalogic (France), NMI (Scotland), SCS (France), Silicon Alps (Austria), Silicon Saxony (Germany)

Implementation Date:

October 19th, 2017

Objective: Thales is pursuing actively a win-win policy of partnership and open innovation with start-ups and SMEs and looking for start-ups and SMEs :

•with already customer experience and minimum viable products or services,

•offering innovative and breakthrough solutions for each step of the ‘critical decision chain’ : sensing, secure data gathering and transmitting, data processing, supporting the decision making process, acting and assessing.

Financial Sources: N/A Support Instruments (Cluster Policy & Other Programmes):

Thales has adopted a Responsible Supplier Relations Charter to support SMEs and is a signatory to the SME Pact in France to encourage best practices in sourcing and procurement. In order to strengthen its competitiveness,

Key Challenges: Select and present SME really able to sustain the Thales innovation objectives

Success Factors: Bring as more as possible candidate SME to Thales B2B meeting

Impact: Innovation Cluster SME to enter the Thales Responsible Supplier Relations Charter programme

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MESAP. “TUNISIA”


Mesap subcontractor, Environment Park Spa, Arthur D. Little Spa, Bioindustry Park Silvano Fumero Spa, Tema Consulting Sa

Service/Activity: CMOs’ Partnership Agreements with Foreign Clusters

Rationale: Lack of experience, on some sectors, by the Tunisian clusters because of their recent establishment

Description: This project is part of the Italian-Tunisian cooperation program, promoted by the Tunisian Ministry of Industry, Energy and Mines, to support the growth and increase of knowledge of the Tunisian clusters.


Starting date: 28/03/2016

Objective: 1) Increased competitiveness of clusters: Transfer acquired skills regarding technology animation and high-level business services.

2) Provide technical assistance to clusters. 3) Share high-level skills for industrial and technological development.

Financial Sources:

N/A


The project is fully funded by the Italian-Tunisian cooperation program

Key Challenges: Cultural differences New industrial fabric

Success Factors: A strong commitment from all project’s members High cluster management experience from Italian clusters

Impact: Competitiveness growth of Tunisian clusters Opportunities to open up the African market to Italian companies

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TORINO WIRELESS. “Italian SMEs’ Internationalisation

interests and needs assessment ”


Fondazione Torino Wireless (Regional Innovation Cluster - Polo ICT – and Italian Technology Cluster for Smart Communities – SmartCommunitiesTech) + 30 SMEs

Service/ Activity: Online survey and 2 Focus Groups regarding the internationalisation interests and needs of Italian SMEs

Rationale: Difficulty of SMEs in accessing relevant contacts and opportunities in non-European market. Understanding needs and services to support SMEs internationalisation.

Description: The activities were part of the MobiGoIn – Mobility Goes International project aimed at establishing a Smart Mobility focused European Strategic Clusters Partnership to promote internationalisation by developing a joint strategy aimed at supporting SMEs (with Smart Mobility solutions / applications) in their processes beyond Europe; and to intensify clusters and networks collaboration across borders and sectors. The intelligence gathering activities about global market trends and opportunities included a Survey, held among European SMEs, to collect their profiles, competences in terms of the Smart mobility field, experience, products ready for new markets, needs and interests in cooperation, already targeted countries at international scale, geographical areas of potential interest and experiences abroad, main barriers towards internationalisation, maturity and current internationalisation abilities. The Survey consisted in 31 questions and was online for approximately 2 months. 75 SMEs (from different European countries: Italy, France, Germany, Sweden, UK) filled it. The gathered information helped in the organisation and discussion of the Focus Groups. Two local Focus Groups were held for the assessment and verification of the markets to be approached, both in terms of needs and geography, and of the needed support and services to enter new markets, SMEs’ priorities and strategic objectives, expected advantages and trajectories on internationalisation, preferred third countries to focus on, and SMEs’ needs for specific actions, such as mentoring and coaching activities, tools and missing skills to approach new markets.


Survey: March-April 2016. Focus groups: 1) April 2016, 2) September 2016

Objective: To assess SMEs’ goals, attitudes and perspectives, experience and /or interest on internationalisation and involve them in the strategy design process.

Financial Sources:

The activities were part of MobiGoIn – Mobility Goes International – a project co-funded by the COSME Programme of the European Union.

Support Instruments

Fondazione Torino Wireless – Polo ICT (25%) MobiGoIn Project (75%)

Key Challenges: Identifying the right people to participate to the focus group and fill the survey. Spreading the survey online to have a wide reach.

Success Factors: SMEs were really participative and keen to be included in the development of the internationalisation Strategy.

Impact: Definition of future scenarios illustrating opportunity paths and potentialities for MobiGoIn SMEs identifying target third countries regarding potential smart mobility markets to be approached by them together with the services they need (provided by Clusters).

Joint definition of “MobiGoIn’s Internationalisation Strategy”, composed by the internationalisation plan and its implementation roadmap.

36

TORINO WIRELESS. “Mobility Goes International final event” CMO & Members Involved

Fondazione Torino Wireless (Regional Innovation Cluster - Polo ICT – and Italian Technology Cluster for Smart Communities – SmartCommunitiesTech) + 25 SMEs

Service/Activity: Sharing MobiGoIn strategy to support SMEs internationalisation and B2B opportunities

Rationale: Generating opportunities for SMEs in accessing relevant contacts with European potential partners and opportunities non-European market.

Description: The activities were part of MobiGoIn – Mobility Goes International, a project aimed at establishing a Smart Mobility focused European Strategic Clusters Partnership to promote internationalisation by developing a joint strategy aimed at supporting SMEs (with Smart Mobility solutions / applications) in their processes beyond Europe; and to intensify clusters and networks collaboration across borders and sectors. Participants to the international conference Mobility Goes International included European companies and clusters from Italy, France, Germany and Sweden. The event marked the end of the European project MobiGoIn, illustrating the developed internationalisation strategy and providing networking opportunities for European companies and innovation actors. The countries identified as geographical targets are: Canada, China, Malaysia, Singapore and the United States of America; whilst the priority target markets are Automotive and Mobility within Smart Cities. The event provided the opportunity for SMEs to present their solutions in a Pitch Speech and to start sharing their interests and ideas and assessing potential collaborations with each other and other stakeholders.


24 May 2017 – Turin, Italy

Objective: • To present the MobiGoIn Internationalisation Strategy, developed during the project to participating SMEs, start-ups and international innovation actors of the smart mobility sector.

• To provide SMEs the opportunity to share their solutions and start talking with other SMEs and stakeholders interested in collaboration.

Financial Sources: The activities were part of MobiGoIn – Mobility Goes International – a project co-funded by the COSME Programme of the European Union.


Fondazione Torino Wireless – Polo ICT (25%) MobiGoIn Project (75%)

Key Challenges: Identifying the right people to participate to the event. Spreading the event information to have a big audience.

Success Factors: SMEs were really participative and keen to have the opportunity to meet and have B2B meetings with other companies and cluster from other countries to get a deeper knowledge of how could they collaborate. Followers on twitter also had the opportunity to follow the event live on web-streaming.

Impact: • International conference and B2B event with the participation of European companies, entities and clusters from Italy, Germany and Sweden for a total of 31 attendees. The event was also life-web-streamed (266 virtual attendees).

• During the pitch session, 12 European companies (SMEs and start-ups) presented their innovative solutions within the smart mobility field. • During the business networking moment, 40 B2B meetings took place.

37

TORINO WIRELESS. SIMEST – “Capitalization of exporting SMEs”


Torino Wireless Foundation – ICT Innovation Pole, ARITMA, Selected SME’s (target n.10 SMEs)

Service/Activity: Identification of new financial support (soft loan) from public/private sectors

Rationale: Increase international competitiveness in order to boost revenues from international markets

Description: Select from ICT Pole members the SMEs in line with SIMEST service. The analysis identify the SMEs with over the previous three years generated at least 35% of their turnover abroad. During a meeting the Team, composed by ICT Pole e ARITMA, present the opportunity to SMEs selected in order to understand the feasibility.


The service starts on October 2017 until December 2018.

Objective: To implement alternative financial support for internationalization strategy such as exploring new markets, open a new branch, identify potential customer.

Financial Sources: Simest founds (loan) from Italian “Fondo per la Crescita Sostenibile“ (FCS). Total amount of 400.000€, fix rate 0,8, duration 7 years.


Simest financial instruments cover by public funds FSC manage by Ministry of Economic Development

Key Challenges: Identify the SME in line with call parameters Support the SMEs selected during the submission process

Success Factors: Selection of at least n.10 SMEs to promote the financial instruments

Impact: Increase the SMEs turnover abroad Support SMEs’ equity to stimulate your international competitiveness

38

Basque Country Ex. 1 HABIC Reverse Trade Missions CMO & Members

Involved

HABIC Fourniture, Wood & Design Cluster Basque Country + 22 member companies (20 SMEs)

Service/Activity: Reverse Trade Mission from U.K. to the Basque Country.

Rationale: Lack of visibility and difficulty in accessing relevant contacts and opportunities in the huge UK contract

market.

Description: Organising a 3 days visit for 85 UK architects and designers, specificiers in large refurbishing and

furnishing projects for corporate and public buildings.

Meeting at Basque Living Event with a cluster’s showroom; visit to the manufacturing facilities of 15

Basque companies. Over 440 pre-arranged B2B interviews (22 companies on average 20

meetings, speed dating format 15’). Leisure time to build personal relations. Architectural tour in Bilbao

(on the River Boat), presentations and lectures by reputed architects, such as Carlos Lamela (T4 Madrid

Barajas airport designer).

Implementation

Date:

Ideation: November 2016 during visit to London’s Clerkenwell Design Week; Preparation: March-May

2017; Visit to the Basque Country: May 2017. A 6 Month project

Objective: To introduce the Basque furniture industry to UK architects and designers and to build durable business

relationships and partnerships with them.

Financial

Sources:

Basque companies interested in the different activities and events paid a fee and covered about 60% of

the travel and accommodation expenses of the delegation.

Support


Other Programmes):

60% supported by the companies, 30% public financing and 10% sponsorships

Cluster Support Programme (up to 50% of the Cluster staff expenses) and ELKARTZEN Programme

(Basque Govt. Collaborative Internationalisation Programme) up to 40% of the event’s expenses.


Building an appealing agenda for them.

Success Factors: A strong commitment from all Cluster’s members.

Impact: 85 UK architects & designers from top studios attended finally the meeting in the Basque Country.

During 3 days they had + 440 business meetings with 17 SMEs & 3 large Basque Companies.

Companies have been specified in several hospitality projects after the event and the event has helped

to develop a network of architects contacts in UK.

39

Basque Country Ex. 2 AFM Office in China (Tianjin) CMO Involved AFM Advanced Manufacturing Technologies Cluster

Service/Activity: Machine-Tool Vocational Training and Service Centre in China (Tianjin)

Rationale: Lack of visibility and difficulty in accessing relevant contacts and opportunities in the huge and unknown

Chinese market.

Description: Through a Collaboration agreement between Basque “Machine-Tool Institute (IMH)” the Chinese-Spanish

Institute for Professional Machine Tool Training was set up in Tianjin.

In 2007 AFM opens an office in the premises of CSMC to provide support and soft-landing to the

associations members doing business in China. Staff is 4 FTE.

In 2012 some of AFM Member Companies set up a Field Technical Assistance & After-sales Service.

In 2013 AFM-IMH certifies training in Chinese partner school so that the associations’ Member

Companies can have available trained local workforce wilh the same skill and knowledge of their own

machines and technologies.

Implementation

Date:

Set up in 2007

Objective: To provide support to SMEs initiating business and setting up operations in China.

To supply trained workforce and to make Chinese workforce familiar with their machines and products.

To facilitate to member companies the delivery of after sales and field technical assistance services in the

Chinese market.

Financial

Sources:

Companies pay on a Service-fee basis.

Support

Instruments

Cluster Support Programme supported partially the CMO staff costs of the project during the first 6

years.


Building relations with local institutions.

Success Factors: Building the right local team

Strong local business and institutional relationship

Impact: 5 Companies have used the soft-landing services every year on average.

270 chinese students are trained every year at IMH-CSMC vocational training centre in Tiajing with

machines and technologies from the Member Companies of the cluster association

40

Example: Lublin Medical Cluster.

Participation in Fair Trade GalMed 2017 in Lviv

41

EXAMPLE : Co-operation of Eastern ICT Cluster with Ukrainian

companies CMO & Members

Involved

Cluster Meneger and over 150 institutions involved

Service/Activity: Co-operation of Eastern ICT Cluster with Ukrainian companies/building clusters in Ukraine

Rationale: Lubelskie as a gate between UE and Ukraine

Description: Centres of Competence within the Cluster: e-Health&telemedicine, e-Agriculture&Forestry, Green

Energy&Smart Grid, Smart City&Mobility, Creativity&Games Industry, Social&EcoInnovations,

Professional Education Systems&e-Education, GIS, Aerospace – partners in Europe and all over the world

Strategy for „Eastern” Co-operation: using available forms and instruments of co-operation - Eastern

Partnership, Programme PL-BY-UA, Polish-Ukrainian Chamber of Commerce, Center for Eastern

Competence, Visegrad Group

Strategy of Eastern ICT Cluster: on the base of cooperative competition (co-opetition)

Implementation

Date:

Since 2007

Objective: Introducing cluster members’ offer for Eastern markets

Marketing of the Cluster and its members

Financial

Sources:

Own funds

Support


Other Programmes):

OP Smart Growth (Key National Cluster, Internationalisation); COSME (Clusgrid) – co-operation

with partners from Spain, Bulgaria, France.

Key Challenges: Unstable political situation, specific legal and economic system

Success

Factors:

Good business relations at the national, regional and local level; Co-opetition of Cluster’s

Members

Impact: 8 energy clusters in Ukraine

42

EXAMPLE : Industry panel within the Lublin Energy

Trade Fair ENERGETICS CMO & Members

Involved

The Lubelskie Development Foundation as a coordinator of the Lublin Eco-Energy Cluster (LKE) is

the patron of the trade fair of new technologies in RES. About 35% of LKE companies/institutions

and other institutions that are interested in RES and energy efficiency participate in the panel.

Service/Activity: The seminar, co-operative meetings, the clusters stand at the Fair with the possibility of organizing

meetings (promotion, presentation of the offer of all Cluster members)

Rationale: A need to create a platform for potential foreign clients. ENERGETICS has been organized annually

since 2007 and is a very good opportunity to meet foreign companies in the industry and to

establish new contacts which may lead to interesting initiatives.

Description: Organization of the panel at the ENERGETICS Fair for Cluster members and other interested

parties with companies from both Lithuania and Ukraine (since 2007). In 2008 the result of the

participation of a representative of an Italian company from the RES sector in the Fair was the

purchase of a project of a photovoltaic developer company. This year, a group of foreign

companies from partner regions among the EMPInno (Interreg BSR) project will join the Fair.

During the seminar the dominant form is a lecture (including good practices), followed by co-

operative meetings. At the market hall there is always the stand of the cluster including the

products of the cluster members.

Implementation

Date:

Since 2007 (the first edition of the Trade); the Trade are held annually

Objective: Creating a platform for establishing business relationships and selling products and technologies

to foreign markets

Financial

Sources:

Own financial sources

Support


Other Programmes):

EMPInno project (Interreg BSR 2014-2020)

Key Challenges: To identify the most interested parties, build interesting meeting agendas and invite the right

group of entrepreneurs responding to real needs

Success Factors: Increasing interest of Cluster members to cooperate with foreign partners, greater mobility and

openness to new trends and technologies

Impact: New contact, new projects

19th October, 2017 5th IWS in Riga, Latvia

Workshop. Part 2

CMOs and SCTI agents Cooperation How to boost Technology Innovation in SMEs?

44

• Accelerate adoption of advanced technologies by SMEs

• Improve usability and exploitaition of technologies

• Develope more competitive products and services

• Adopt more efficient and sustainable materials and processes

• Better aling R+D activities and territorial needs

Goals/ Objectives

Why How

45

WHY?!

CMOs / SCTI / SMEs

46

Knowledge Technology

Costs

Markets

Products

Revenue

CMOs role: Bridging & Passing the “Valley of Death”

47

Pillars of target for CMOs/ SCTI/ SMEs

Core of KETs: Bridging the “Valley of Death”

EU three pillar approach:

• Technological research,

transforming fundamental

research into

technologies.

• Product development,

transforming technologies

into product prototypes.

• Competitive

manufacturing, creating

production systems to

commercially produce the

products.

Sources: European Parliament (2014)

3rd

LW

http://www.europarl.europa.eu/RegData/etudes/STUD/2014/536282/IPOL_STU(2014)536282_EN.pdf



48

Why its important?

• Technology Innovation as a Key for Competitiveness 1. Competitiveness

• Weight of SMEs in the regional economy and estability 2. SMEs

• Resources and priorities defined within RIS3 3. RIS

• Contribution of STI agents as allies of regional industry

• Key role of CMOs as facilitators of cooperation. Identification of common needs and grouping regional capacities/competences

4. Allies & facilitators

• Multiplier effect of collaborative Innovation through the regional value chain

5. Multiplier effect

49

HOW?!

CMOs / SCTI / SMEs

50

Cluster Policy

Support

CMOs

Cluster Management Organisations

SMEs

Cluster Value Chain

SCTI

Agents of the Regional Systtem

of Science, Technology and

Innovation

• Active listening

• Service portfolio better alingment

• Task force facilitation

• Joint proposals fro calls (regional,

national or UE)

• Technology watch and platforms

• Identificcation Challenges and Opporttunities

• New domains and emerging niches

• Value chain integration

• Boost SMEs participation

• Intra cluster Projects proposals generation

• Intercluster Meetings exploration of

emerging technologies

Actors & interactions

51

How can CMOs /SCTI/ SMEs collaborate?

• Awareness raising and Connecting Actors

• Technology Watch services (newsletters, seminars, etc)

• Meetings and networking

• Common Challenges and Opportunities Identification

• Technology forums, comittees and working groups

• Group discussion of Challenges and Opportunities

• Cooperation Projects configuration

• Taskforce creation (sinergies explotaition and gathering capacities)

• Analise feasibility (technical and economical)

• Project proposals writing and searrch for funding (regional, national or

UE calls)

• Assistance in Project implementation

52

Case studies

CMOs / SCTI / SMEs collaboration

53

CASE EXAMPLE Typology Support Policy

Support Activity ----

Service/Activity: Ideation of intercluster tractor projects (inter RIS3 domains)

Rationale: To increase the number of structuring proposals of scientific and technological excellence and with

clear private engagement, with CMOs and STI agents strongly involved.

Description: Support to CMOs and STI agents for the formulation phase of collaborative projects in areas of cross-

cluster interest.

Ex; Circular Economy, Industrialised building, Healthy Food and TICs/ IoT, etc

Winning Projects for Regional, National or European Calls

Implementation Date: Pilot Initiative ending Dec 2017

Objective: High Potential /Impact Projects > 4 MM €; With a Clear Private Commitment > 50%

20 proposals

Financial Sources: RIS3 – (Presidency of the Government): 18.000 € per proposal selected

Support Instruments

(Cluster Policy & Other

Programmes):

Financial support for covering the costs of formulating collaborative projects. Including technical-

economic feasibility studies, search of partners, etc.

2 Phases Selection Process: 1. Expression of Interest 2. Full Proposal Writing

Key Challenges: First experience challenging for new actors

Shift from intra to intercluster working

Success Factors: CMOs proximity to SMEs and willing to expand projects portfolio

STI agents aling their portfolio of projects (multiclient, multiplier effect)

Impact: Better alignment actors and RIS3

New actors involved in R+D of international excellence

1- 3 examples

enough

54

Summary of Cases

Row Labels Basque Country

Haidu-Bihar Lubelskie Piedmont Total

Sequence of presentations 3/4 2 5 1

Policy 1 1 1 1 4

Call for R&D projects aimed at attracting enterprises in cluster and cooperating with SCTIs 1

Joint undertaking of national center for R&D 1

PTCs “Cross-sector Collaborative Tractor Projects” 1

R&D competitiveness and excellence cooperation 1

Support activity 2 1 1 4

IK4 Technology Showroom & Forum for Cluster Associations 1

MODEOL Energy Cluster 1

Organisation of workshop focused on specific technology managed by STI 1

Science & research support for establishment and development of local energy clusters 1

The Data Lab Innovation Center

Grand Total 3 1 2 2 8

55

1. Present 1 case study per region (max 10 min)

2. Discussions/questions around each level of cooperation (5-7 min)

Format/ CMOs & SCTI cooperation

Blocks of activities:

1. Policy

2. Support Activity

Highlight:

1. Activity description/ its main partners

2. Financial sources/ support instruments

3. Success factors

4. Would you apply it again?

56

TORINO WIRELESS.

Typology Support Policy Support Activity

Service/Activity: Organization of workshop focused on specific technology managed by STI

Rationale: Update the SME’s on specific technology areas identified by CMO strategy

Description: Support to CMOs and STI agents for the formulation phase of collaborative projects in areas of cross-cluster interest.


Winning Projects for Regional, National and European Calls



25 proposals potentially submitted

Financial Sources: EFSD

Support Instruments


Financial support for covering the costs of formulating collaborative projects. Duration project 24 months



STI agents align their portfolio of projects (multiclient, multiplier effect)


New SME involved in R+D

57

PIEDMONT REGION Typology Support Policy

Support Activity

Service/Activity: Call for R&D projects aimed at attracting enterprises into the cluster and cooperating with SCTIs

Rationale: Attract enterprises into the regional clusters and foster cooperation with Research Organisation

Description: Subsidy for Industrial research and technological development projects addressed to the enterprises never associated to a regional cluster, committed to enter the cluster in case of funding. Projects are submitted in the thematic areas of RIS3 in cooperation with other enterprises and Research organizations as suppliers of research services (at least 20% of the total cost of the project for the Research organisation)

Minimum cost of the project € 300.000 (600.000 in case of participation of a large enterprise)

Implementation Date: Submission proposal 1tst February - 30th March 2017

End of the projects approximately 2019-2020

Objective: Increase the number of associated to the clusters - Foster SMEs research activity, cooperation with Universities and Research centres

Financial Sources: ERDF € 15.000.000

Support Instruments

Cluster Policy & Other Programmes):

Financial support up to the 60% of the total eligible costs according to EU regulations 651/2014 – Duration of the project 24 months

ROP-ERDF 2014-2020 – Action: Supporting R&D cooperative activity for the development of new sustainable technologies, new products and services.

Proposal submitted 54 (eligible 24, under evaluation 14, rejected 16) - enterprises involved 150

Key Challenges: Address research activity to the development trajectories of the clusters and to the need of the enterprises – cooperation with RO through their participation as subcontractor

Success Factors: New enterprises involved in research and cluster activities

Sharing of knowledge between enterprises and SCTI

Impact: Generation of an investment in R&D of € 32.000.000

58

CASE EXAMPLE 2. Typology Support Policy

Support Activity

---- Service/Activity: R&D competitiveness and excellence cooperations

Rationale: Lack of incentives to improve sustainable cooperations of strategic importance between SMEs,

research centres and higher education institutions to generate marketable scientific results

Description: Call of the national Economic Development and Innovation Operational Programme dedicated to the

issue – only projects dealing with themes defined in the national S3 strategy are financed

Implementation Date: Projects approved in 2016

Objective: To utilize research results and increase the R&D&I human capacity and competence

Financial Sources: 343 M EUR (EU+national sources)

Support Instruments


Programmes):

Economic Development and Innovation Operational Programme

Key Challenges: Accredited cluster membership evaluated as advantage

Success Factors: Consortia of committed universities, research institutions, business actors

Impact: New scientific and/or technological results, intellectual properties are expected while creating new

R&D&I jobs

59

CASE EXAMPLE 1. Typology Support Policy ---- Support Activity

Service/Activity: Innovative Food in Innovative Package

Rationale: To find a solution for the long-term storage of innovative, healthy foods produced without

preservatives

Description: Developed by an 8-year research process, Omnipack Fisrt Hungarian Packaging Cluster provides

fully degradable package for innovative food products

Implementation Date: 2016 (Initiated by the University of Debrecen as leader of the Innovative Food Cluster)

Objective: To provide comptetitive advantage to innovative food products by the innovative and environmental

friendly packaging that serves external communication element as well.

Financial Sources: No specific source applied

Support Instruments


Programmes):

Own source of the Innovative Food Cluster

Key Challenges: Convincing cluster members of the Innovative Food Cluster about the competitive advantage of the

new packaging

Success Factors: Cooperation agreement between the two clusters will cover production, packaging and distribution

Impact: More efficient intercluster cooperation, potential future joint actions in related research fields

60

Basque Country. Example 1.

PTCs “Cross-sector Collaborative Tractor Projects”

Typology Support Policy

Support Activity ----

Service/Activity: Ideation of intercluster tractor projects (inter RIS3 domains)

Rationale: To increase the number of structuring proposals of scientific and technological excellence and with

clear private engagement, with CMOs and STI agents strongly involved.

Description: Support to CMOs and STI agents for the formulation phase of collaborative projects in areas of cross-

cluster interest.


Winning Projects for Regional, National or European Calls



20 proposals

Financial Sources: RIS3 – (Presidency of the Government): 18.000 € per proposal selected

Support Instruments


Programmes):

Financial support for covering the costs of formulating collaborative projects. Including technical-

economic feasibility studies, search of partners, etc.

2 Phases Selection Process: 1. Expression of Interest 2. Full Proposal Writing


Shift from intra to intercluster working


STI agents aling their portfolio of projects (multiclient, multiplier effect)


New actors involved in R+D of international excellence

61

Basque Country. Example 2.

IK4 Technology Showroom & Forum for Cluster Associations

Typology Support Policy Support Activity

Service/Activity: 8 Technology Showroom events organised by IK4 Technology Centres with 7 Cluster Associations

Rationale: Final goal of Technology Centres is to transfer knowlegde to Business fabric and to the market to

increase their competitiveness and market potential.

The initiative is a marketing and a “market Research” tool for the Technology centre as well as a bridge

to Foster the alignment of R&D offer and demand sides.

Description: 2 hour meeting in a Technology Centre to show, explain and demonstrate 6 to 15 Technology assets

focused on the Cluster Association’s Member Companies’ needs and ready to be transferred and

exploited.

Implementation

Date:

November 2014 to April 2016 (18 Months). 8 Events involving IK4 Technology Centres and 7 Cluster

Associations with their Member Companies.

Objective: • To make developments by Technology Centres known to the potential customer Companies.

• To share with Cluster Associations & Member Companies the state of the art in cutting edge

technologies.

Financial Sources: n.d.

Support Instrums. Cluster Support Programme

Key Challenges: To select the technology assets to showcase (have to be transferable and ready for exploitation by

companies; portable and demonstrable).

Success Factors: CMOs and Technology Centre complicity and engagement to design a very focused fórum and to

disseminate the initiative among (relevant) Companies.

CMOs’ envolvement in pre-selection of technology assets.

Impact: In the short term, some Technology Development Contracts were signed between IK4 technology

Centres and the companies that attended the meetings.

62

Basque Country. Example 3. MODEOL Energy Cluster Typology Support Policy

--- Support Activity

Service/Activity: Colaborative R&D Project lead by Energy Cluster and Member Companies with a Technology Centre

Rationale: Global Wind Energy market is increasingly competitive and OEMs are pressed to be more efficient

and to timely delivering complex projects. Therefore they concéntrate purchases on highly integrated

suppliers delivering comprehensive solutions and work packages.

Description: MODEOL project is participated by a group of Cluster Energia Companies That provide different

components for wind turbines and towers.

The goal is to better integrate different technologies and supplies in complex modules and sub-

assemblies to match the requirements of Global OEMs.

Draw up project proposals and search for funding (regional, national or EU)

Implementation Date: Started 01/04/2017

Objective: To develop complete modules and sub-assemblies for the wind industry. Interested parties: Basque

manufacturers of components that have to evolve towards the supply of complete subsets to OEMs

Financial Sources: Aprox. 4 M€ covering expenses of Technology centre and participating Companies’ staff.

Support Instruments

Key Challenges: To achieve a climate of mutual trust and collaboration between companies.

Success Factors: Cluster and Technology Centre complicity

Comitment of Companies with different competitive positions and interest

Impact: Improving the competitive positioning of the Basque companies of the wind energy global value

chain.

63

EXAMPLE: Smart Community project (Smart Gmina) CMO & Members

Involved

Lublin Eco-Energy Cluster (LKE), Foundation for Lubelskie Development, Institute of Soil Science and Plant Cultivation National

Research Institute, Lublin University of Technology, National State Higher Vocational School in Zamosc, other entities from the

cluster depending on the required competence..

Service/Activity: Scientific and research support for establishment and development of Local Energy Clusters

Rationale: The aim of the project is to support communities and districts (powiat) in the creation and development of energy clusters in order

to reach the energy independence. The provisions of the Polish law on the creation of energy clusters allow for development of this

sort of activity. The idea of creating local energy clusters is innovative and unique in other EU Member States. Therefore, the

challenge for LKE is to create and develop a pilot energy cluster based on "tailor-made" services offered by LKE entities.

Description: The purpose of cooperation within the energy cluster is: production and balancing of demand, distribution or trading of energy

(based on RES), energy efficiency improvement, development of energy efficient buildings, development of electromobility, use of

waste for energy purposes, education of the community, building social capital and developing multisectoral cooperation at the

local level. The energy cluster acts interdisciplinary, and the SMART Community Project run by LKE offers multidirectional support

for energy clusters like specialized and high quality, comprehensive services. Based on the competences of the cluster partners

(entrepreneurs, research institutes, universities and business environment institutions), the SMART Community project has

developed a co-operative chain that enables tailor-made services for development of energy clusters. At present, Tomaszow District

is in the 3rd place in Poland in the ranking of RES energy production. The institutions and companies of Tomaszow District decided

to co-operate with LKE and establish the energy cluster. On September 6, 2017, the "Agreement on the Establishment of the

Tomaszow Energy Cluster" was signed. Currently, a proposal is being made to the Ministry of Energy to grant pilot energy cluster

status.

Implementation

Date:

The first attempts to create an energy cluster at the local level (Trawniki Commune) - 2015

Objective: Support for the development of a pilot energy cluster in Lublin region, which would serve as a benchmark for other similar

initiatives in Poland and in Europe.

Financial Sources: Own financial sources

Support Instruments (Cluster Policy & Other

Programmes):

Institute of Soil Science and Plant Cultivation National Research Institute in Pulawy implements the project entitled " "BioEcon New

Strategies for Bioenergy" funded by the Horizon 2020 Program. An international team of researchers is developing an analysis

entitled "The Strategy for the Development of Bioenergy in the Tomaszow District". One of the elements of the concept is an

analysis of the existing potential in the field of renewable energy production, with particular emphasis on the biomass resources

for biogas production and the possible directions of development of this area in individual communes of the Tomaszow District.

The results of the research were used in the development of the Tomaszow Energy Cluster development strategy.

Key Challenges: Obtaining the pilot status of energy cluster by Tomaszow Energy Cluster and other local energy clusters.

A proper selection of professional services from LKE (a chain of cooperation links) to Tomaszow Energy Cluster.

Implementation of the pilot project, description of the model and model implementation in other communities and districts.

Success Factors: Foundation for Lubelskie Development - LKE coordinator - manages the SMART Community project and the chain of co-operation.

LKE partners are service providers. Each entity has identified the type of services that can be potentially provided for the

initiation and development of energy clusters. The offer for energy clusters is comprehensive and covers more than 20

specialized services, starting from developing an RES potential analysis to managing local energy centers.

The project has an expert and scientific support from higher education institutions and research and development units.

There is a possibility of funding actions under the HORYZON 2020.

Impact: A set of 20 specialised services, 1 model of local enegry cluster

64

Example: JU of National Centre for R&D and Lubelskie

Voivodeship

workshop. part 1 internationalisation · key challenges: • create a favourable environment for...

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