TCI2012 Innovation through cooperation

"Innovation through cooperation -
cooperative project management as the key-
activity of cluster-management"

© Clusterland Upper Austria Ltd.
If I was not here I would be probably …
23 May 2013
© Clusterland Upper
Page 3

The story how we got into cluster
manager training…..
Seite 4

Upper Austria – leading Austrian region
in industry, technology and export
23 May 2013
1.4 mil. inhabitants / 17 % of the
population
12,000 km² / 14.3 % of area
24 % of Austrian production value
28 % of Austrian exports
4.2 % unemployment rate*
*) National definition: all registered
unemployed (including seasonal
unemployed) as a percentage of the
workforce potential (employed +
unemployed)
Distance in Kilometers
Linz to … in km in miles
Salzburg 136 84,5
Vienna 195 121,2
Graz 235 146
Prague 240 149,1
Munich 276 171,5
Laibach 415 257,9
Budapest 440 273,4
Milan 697 433,1
Source: OÖ. Technologie- und Marketinggesellschaft

Foundation of clusters & networks
23 May 2013
Page 6
1998
1999
2000
2002
2003
2004
2006
2009
Until 2009-11 „Network
Environmental Technology“
Plastics
Automotive
Furniture & Timber
Health Technology
Mechatronics
Resource- and Energy Efficiency
Environmental
Technology
Design & Media
Human Resources
2013
Information Technology

Core strategy
of Clusterland Upper Austria
23 May 2013

Organisational details
not profit but performance orientated
Founded 12/2005
Organization GmbH (Ltd.)
Shareholders
TMG (61%), Chamber of Commerce (19.5%), Federation of Austrian Industry
(19.5%)
Advisory Board 8 – 14 company representatives per cluster/nw
Partners 1,837 companies (85 % SME); 260,000 employees; € 64,2 bn turnover
Cluster- and Network
Cooperation Projects
411 with 1,712 partners (since start)
Events 1,579 with about 61,000 participants (since start)
Budget ~ € 6.2 mil. (2012)
Employees 41.3 (full time equivalent)
Self financing ratio 74 % (2011); specific clusters about 95%
23 May 2013© Clusterland Upper Austria
Page 8As per 2012-12-31

0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
80.0%
90.0%
100.0%
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
Selffinancingin%
AC KC MHC GC MC NDM NHR UC NREE
Self-financing of cluster initiatives
23 May 2013© Clusterland Upper Austria Ltd
Page 9

Facts & Figures
Page 10
Clusterland Upper Austria Start Partners SMEs (~in %) Sales bn €
Workforce
thds
Automotive 07/1998 210 68 25,4 88,3
Plastics 04/1999 446 83 15,7 45,5
Furniture & timber construction 01/2000 280 96 2,4 16,0
Health Technlogy 03/2002 228 85 4,7 38,2
Mechatronics 01/2003 334 87 10,8 56,7
Environmental Technology 01/2006 128 89 5,2 15,0
Design & Media 01/2004 81 k.A. k.A. k.A.
Human Resources 01/2004 130 k.A. k.A. k.A.
Resource- and Energy Efficiency 05/2009 k.A. k.A. k.A. k.A.
TOTAL (cum.) 1.837 85 (avg.) 64,2 259,7
Per 2011-12-31

Benefits for cluster and network partners
Page 11
Knowledge transfer and management in the network
Regular specialised events; 1,579 events with 60,963 participants
Supporting companies as they enter new markets
Cooperations with European regions, EU-projects
Initiating and supporting cooperation projects
411 cooperation projects with 1,712 partners; 65 % new products,
26 % new production processes, 10 % specific qualifications
Information platform as springboard for increased success
Databases, counseling interviews, quarterly journals, company directories…
Positioning the partners both home and abroad
Technology presentations, branch image, trade fairs
Information and
Communication
Qualification
Cooperation
Marketing & PR
Internationalisation

„Innovation through cooperation“
• counseling interviews
• print media
• newsletters
• databases
• …
1,500 counseling interviews p.a.
29,000 newsletter subscribers
46,000 DB documents
• symposiums
• workshops
• study trips
• contact meetings
• …
About 1,600 events with
61,000 part. in 14 years,
170 events with 6,000 part. p.a.
• government funded
projects
• EU-Projects
• exchange of experiences
Within the last 14 years: 411 projects
with 1,712 companies,
870 cooperative measures
.
Support of the cooperation
process
Seite 12
.
„Lighthousetower projects“
Permanent
Cooperations
Info-
platform
Events
Cooperation-
projects

Initiating and supporting
cooperation projects
Establishment of contacts between
potential project partners
Round table meetings involving companies
interested in cooperation
Support during the grant application process
Since 1998 active initiation of
411 cooperation projects with 1,712 companies
Currently 23 national & EU projects
Page 13

Description of cooperation-process
Page 14
Starting point:
• events
• market observation
• company visits
• advisory board
Support by:
• newsletters
• contacts
• database
• company visits
Support in:
•moderation
•project structuring
• proposal writing
• ev. submission for funding
Working out of:
• press information
• press conferences
• events
Support in:
• preparation of interim reports
• preparation of the final report
Support in:
• moderation
• administration
• cooperation agreements
idea
find
partners
structuring
project
kick-off
imple-
mentation
dissemination

Cooperation project overview
(cluster initiatives)
Page 15
Total Funding volume € 20.20 mil.
Total Project volume € 92.02 mil. app. 1:4.5
Reference period: 10-11-01 – 11-12-12
reference date: 11-12-11
excl. projects of LC, OEC
AC KC MHC GC MC UC ∑
Total number of projects
since start
(submitted, on-going and completed
projects)
71 113 93 39 53 10 379
Total participating partners
since start
(incl. double entries)
336 477 430 140 178 33 1,594
Cooperative initiatives since start 780

Experiences after 13 years of
cluster activities
339 projects with more than 1,437 participating companies
77 % of the companies continue working together with their partners
from cooperation projects, after these are officially over (the range goes
from relationships between customers and suppliers up to
establishments of joint ventures)
89 % of the projects could have not been carried out – or not in this
positive way – without the support
received from the cluster. One usually
would have done without working together
with other companies.
Cluster partners grow faster than
non-cluster partners
(e.g. plastics cluster: +8 % p.a. / + 750 jobs p.a.)
Page 16
Source: Kundenzufriedenheitsanalyse 2009, conducted by market-Institut
Ohler, Fritz: Evaluierung der oberösterreichischen Clusterinitiativen, 2001
Schneider,/Holzberg: Volkswirtschaftliche Analyse ausgewählter Maßnahmen der oö Standort und Technologiepolitik, 2003
Jährliches Wachstum in %
0
2
4
6
8
10
12
14
Mitarbeiterzahl Umsätze Produktivität
(Umsätze pro
Mitarbeiter)
Exportquote F&E-Quote
in%
Automobil-Cluster (AC) Österr. Fahrzeugindustrie

„Cooperation is an Upper Austrian
Core-competence“
Page 17

5th Cluster Academy
3 days workshop on how to build up and manage successfully
cluster-initiatives
Benefit from
14 years of experience in Upper Austria
A wide range of practical information on services
Insights into Clusterland OÖ GmbH
Inputs on how processes could be
implemented in other regions
Target group
Anyone with interest in operational cluster
management
Page 18
Cluster Academy 22 to 24 April 2013

Page 19

Page 20

WHO is excellent?
Page 21

Contact & Information
Werner Pamminger
Clusterland Oberösterreich GmbH
Tel: +43 732 79810-5118
Fax: +43 732 79810-5110
werner.pamminger@clusterland.at
www.clusterland.at
Clusterland Oberösterreich GmbH supports cluster and network initiatives. It
promotes innovation through cooperation and competence in order to enhance the
competitiveness of enterprises.
All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or distributed in
any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.
Page 22

BACKUP
Page 23

CCP – Automotive Cluster
Best Practice Example
page 24
Titel:
Lightweight vehicle door construction made of plastic foam sandwich material
Partners:
Hammerschmid Maschinenbau GmbH, Haidlmair GmbH, Animation & Technik
Topic:
Based on the development of a foamed plastic sandwich with an integral density of 150 kg
/ m³ (mono-material), a prototype of a vehicle door, made of polypropylene, should be
constructed by Hammerschmid. The aim of the project was to develop and optimize the
whole construction-process of extensive 3D-sandwich components.
Results:
Prototype of a vehicle door made of polypropylene sandwich components
Development of polypropylene foam for crash-elements
Use of sandwich material in a electric vehicle
Hammerschmid won the NoAE-Innovations-Competition in 2009

CCP – Plastics Cluster
page 25
Title:
Technology and product development of car body panels in plastics
Partners:
Rosenbauer International AG, ProfitLogistics Inh. Pammer Marcus, Senova Kunststoffe
GmbH & Co. KG
Topic:
After knowledge building in plastics and the analysis of the components concerning
functionality, quantity and actual system costs,
the prototypes were produced and mass-production started.
Results:
Implementation of the thermoforming process for the production of car body panels of fire
engines. System costs were optimised, the number of components and product
complexities were reduced by increasing functionality – so a surplus in innovation and
technology for all project partners could be achieved.
New system including the
blue light housing and
fixation of the lamp

CCP – Furniture & Timber Cluster
page 26
Title:
Qualification and market positioning of the joiner cooperation group „Attersee
Werkstätten“
Partners:
Tischlerei Gebrüder Rebhan GesnbR, Tischlerei Johann Dachs, Tischlerei Robert
Kollross, Tischlerei Günther Wendl
Topic:
Based on a SWOT analysis of each enterprise, a "strategic market positioning concept 2015"
was worked out, range of offered services and definition of targeted customers included.
Accompanying this, internal training and a customer relationship management system were
implemented.
Results:
The existing group expanded to 11 partners with different subsections and positioned as an
expert for the entire interior as well as a specialist for the redevelopment area.
(www.atterseewerkstaetten.com)

CCP – Health Technology Cluster
page 27
Title:
TMon – temperature monitoring: device to document the wearing time (discipline) of
dental braces
Partners:
Handelsagentur Ing. Gerhard Gschladt, Ziehesberger Elektronik, M&W Zahntechnik GmbH
Topic:
The aim of the project was to develop the first fully electronic system which monitores the
wearing time of removable dental braces. The advantages are that these monitoring
records enable the review of the patient´s wearing-discipline as well as the qualitative
evaluation of the therapeutic appliance and the dentist. This system serves as a protection
of both, patients and doctors.
Results:
Development of a prototype for the microchip which is integrated in the braces to
periodically measure the temperature.

CCP – Mechatronics Cluster
page 28
Title:
Discharging Robotics – layer machine benefits from air muscles
Partners:
FerRobotics Compliant Robot Technology GmbH, SPG International GmbH, Institute for
Robotics Johannes Kepler University of Linz
Topic:
Construction and prototyping of a pneumatically force controlled robotics for discharching
any plasticised extruder profiles in combination with an automated palletisation system.
Results:
There was no economical automated profile finishing system on the market. The new
technology allows compact palletising also of different profile dimensions. Close Co-
operation and know-how exchange between the project partners succeeded in a prototype
and will guarantee further progress to series production readiness.
The soft Robotics is easy to
program and able to sense
free positions in the box.

CCP – Environmental Technology Cluster
page 29
Title:
Mobile flood protector
Partners:
Europlan Wassermair GmbH, LEBAU Partnernetzwerk & Bau GmbH, TIZ Landl –
Grieskirchen GmbH
Topic:
During the project there was developed a completely new, unique style of flood protector.
The easy handling guarantees a rapid assembling: Even with short advance warning time,
the system is applicable promptly. Because of the modular construction, single segments
can be connected trouble-free. A flexible system where every needed length and shape can
be realised.
Results:
Development of a mobile flood protector, which is applicable rapidly and simply for
everyone.
The mobile flood protector in
test-use.

Cooperation projects
Development 1998-2011 (cumulated figures)
Page 30
0
20
40
60
80
100
120
1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
AC
KC
MHC
GC
MC
UC

Lighthousetower projects
„Clean Motion Offensive“
Electric Mobility project: 12 partners develop cost-efficient components
Aim: development and preparation of mass production of key technologies for Electric Mobility
„Kunststoffstandort Oberösterreich“ – a region for plastics
Project of the Plastics Cluster and TMG: Positioning of Upper Austria
as a plastic region with the highest potential for innovation
Aim: increase importance of industry and material in the public,
educate enough qualified young people
„möbel austria“
Austrian furniture manufacturers association to implement
a central Austrian furniture trade fair, organized by the
Furniture and Timber Cluster
The industry's largest and most important project that was
conducted at cluster level so far ; 2,000 attendees (plus 600
visitors in an exhibition-day for end consumers) and 22 exhibitors
at the last exhibition in May 2011;
Page 31

European Cluster Excellence Initiative
Aim: Definition and research of European quality indicators for
cluster management, set-up of a European Club of Cluster Managers
EC DG Enterprise & Industry, – CIP-Programm (Competitiveness and Innovation
Framework Programme)
Funding period: 1.9.2009 – 31.8.2012, 50% co-financing
Project coordinator: IESE (E)
Project partners: VDI/VDE (D), MFG (D),
CDIF (F), University S-Denmark (D),
Baltic Innovation Agency (Estonia),
Croatian Empl. Ass. (HR), ecoplus (A),
GCAT (E), MGYOSZ (H), Inno Norge (N),
Clusterland (A)
Page 32

Excellence in WHAT?
Cluster
Mapping
Cluster
Management
Cluster
Policies
Focus of Clusterland
Upper Austria

or
WHO is excellent?
© Christoph Beer

© Clusterland Upper Austria Ltd. page 37
Cluster organisations? …
TOP-DOWN
BOTTOM-UP
OR

Top-down vs. bottom-up approach
OPERATIONS – bottom-up
SET-UP – top-down

Top-down SETUP
Start for cluster organisations in
the strategic program „Strategic
Program Upper Austria 2000+“
Seed-financing in the beginning,
private-public-partnership after start-up phase
(integrated) agency as carrier for the cluster organisations
Synergies through common back-office solutions
TOP-DOWN

Customer Relationship Management
System (CRM)
A CRM-System is a database application, which allows a structured and if
necessary the automated compilation of all customer-contacts and data.
Compilation of company contacts, company visits, discussion notes,
correspondence, invitations, newsletters, events, participation, cancellation,
projects: ideas, realisation, subsidies, project partners; requests, cluster support
etc.
Data in CRM-system of Clusterland Upper Austria Ltd.
40,000 companies
87,000 persons
2,000 events
550 projects
46,000 documents
page 40

The CRM system
CRM
Newsletter system
• Subscriber administration
• 29,000 subscribers
Websites
• List of partners
• projects
• events
Online-
Maintenance
• Partner data
Accounting
• Invoice recipient
• Start invoice dispatch
smartphone
• Partner data
e-mail
• Outgoing
• Incoming
page 41

Bottom-up OPERATIONS
No top-down issues or priorities on issues
Governance through branch advisory boards
Focus on company visits through cluster-staff
Focus on innovation through cooperative-projects
Young, motivated employees + senior branch consultants
(temporary in the start-up phase)
BOTTOM-UP

KSF when seeting up a cluster organisation
1. Absolute number of companies in a sector in a region
2. Build on Regional Strengths
3. Cluster (not narrow branche) - existence of regional value chain
4. Cluster management as sole activity of the organization and one
agency principle (EoS, X-innovation)
5. Proof of concept – cluster management is in the defense at the
beginning
6. PPP-collarboration and financing
7. Mid- and long-term orientation (just little quick wins)
8. The one key for success: Mid- and long-term perspective for Cluster
managers and their staff

Conclusion
page 44
Cluster management as sole activity of the
organization
Mid- and long-term orientation (just little quick wins)
The one key for success: Mid- and long-term
perspective for Cluster managers and their staff

Development of self-financing rate of
Upper Austrian cluster initiatives
Substantial contribution at the beginnig from the local government
(Upper Austrian government„s “Fund for the Future”) – € 20 million
from 1998 – 2005; € 15 million from 2005 - 2010
Strong commitment to a private-public-partnership (PPP) financial
system from the beginning
Steady increase
in the level of
self-financing
to 70+ %
at a rate of rd.
10 % per year

Development of self-financing rate of
Upper Austrian cluster initiatives
Rise in sales (membership fees, services, projects etc.) by +310%
(2005 = € 1,266.203 up to 2011 = € 3,936.652 => + € 2,670.449)
Increase in marterial costs by +27%
(2006 = € 1,946.695 (2005 is not compareable) up to 2011 =
€ 2,476.401 => + € 529.706
Increase of personal costs by + 12%
(2005 = € 2,164.424 down to 2011 = € 2,483.029 => + € 318.605)
Rise of self-financing-rate from 42% in yr. 2005 up to 75 % in yr.
2011
Rise of self-financing-rate up to 95,3% in some clusters!

Distribution of revenues Clusterland Ltd. in 2010
7%
1%
23%
33%
4%
32%
0%
Advertisements, media
Marketing support
Qualification, trainings
Projects
International activities
Membership fees
others
Distribution of revenues Clusterland Ltd.

Distribution of revenues Clusterland Ltd.
2011

From public to private financing of cluster
organisations
• Example Mechatronics Cluster
page 49

Financial development of MC 2006-2011

INFORMATION & COMMUNICATION
Quarterly journals, partner profiles, company visits, etc.
Revenues 2006 – 2011 from € 2.670 to € 37.010 -> + 1.286%
Cost of Materials 2006 – 2011 from € 17.300 to € 22.843 -> + 32%
QUALIFICATION & TRAINING
Conferences, experts & regular meetings, company tours, seminars, event management, etc.
Revenues 2006 – 2011 from € 85.060 to € 176.048 -> + 107%
COOPERATION
Initiation, project management services, moderation of experience exchange groups, etc.
Revenues 2006 – 2011 from € 6.660 to € 59.600 -> + 795%

MARKETING & PR
Info-materials, fairs & exhibitions, marketing & pr services, location/sector marketing, etc.
Revenues 2006 – 2011 from € 9.470 to € 63.586 -> + 571%
INTERNATIONALISATION
Participation in international projects, exhibitions, etc.
Revenues 2006 – 2011 from € 15.132 to € 102.692 -> + 578%
INTERNAL
Advisory board, membership-fees, internal organisation, cooperation with other regions etc.
Revenues 2006 – 2011 from € 91.706 to € 213.817 -> + 133%
Cost of Materials 2006 – 2011 from € 3.947 to € 52.849 -> + 1.238%
TOTAL
Revenues 2006 – 2011 from € 210.700 to € 672.370 -> + 219%

Five central segments of customer needs
require different services
KNOWLEDGE
DRIVEN
Seeking for experts
knowledge and
information
OUTSOURCER
outsourcing of
activities, subcontrac
ting
SALESMAN
Seeking for new
sales potential and
market opportunities
TEAMPLAYER
Cooperation &
collaboration, joint
activities
NETWORKER
System
impact, image, reput
ation, visibility within
network

Walk in your customers shoes
Example: characteristics of networkers
Expected benefit from cluster Further characteristics
- likes to take on responsibility
- visibility within network
- socialising (regional but also international)
- long term orientation
- first hand information about network and system
activities
- positive image of cluster
- possibilities to impact system/network
- size/quantity and quality of cluster/network to
easily build up new contacts with international
experts, politicians, decision makers, etc.
- strategic thinking
- networker also within company
- are part of more than one professional or social
network
- loyal customers
- hardly any cost pressure, knows about benefitis
of networking
- open minded for new ideas, contacts, services
- willing to take the time for networking/clustering
- well accepted/good standing within sector
- potential advisory board members
Tendency Attractiveness for cluster
- Networking / Socialising will become more
important
- know-how for maneuvering within networks will
grow (XING, MySpace, Facebook, etc.)
- Multiplicators, door openers
- interested in future development of cluster
- Willingness to invest into cluster activities
- Interesting people attract other people

Walk in your customers shoes
Example: characteristics of networkers
Existing services within cluster Ideas for new services
- Annual conferences
- Key note speakers
- Transparency within cluster (qualified information
about other members)
- Advisory board
- Marketing & Public relations
- Interviews, testimonials
- company tours/study trips
- Cooperation exchange
- Media coverage
- Sponsoring, advertisement
- Informal discussions with high level executives
- Exclusiveness/special events, seminars
- Cross cluster events, new ideas from other
sectors
- Cross regional study trips
- Round tables with politicians, regional stake-
holders
- exclusive-membership „Silver-Gold-Platin
Membership“
Challenges / necessary adaption
- Professionalization of all offered services in terms of visibility within network, possibility for system
impact, exclusiveness
- Exploiting multiplicator effects
- Possibility for system change/impact (new funding schemes, interference with higher education policy)

Automotive Cluster (AC)
Page 57
209 partners, of these
136 SMEs
131 producing companies
9 OEMs
93 suppliers
33 companies*
74 service providers &
institutions **
including multiple affiliations, including non-automotive specific OEMs

Page 58
AC-Partners - all branch segments of
value chain embedded
2nd Tier supplier 1st Tier supplier
Logistics Companies IT service providers
Tool makers Mold Construction
OEM/customers/
branches
Raw/basematerials
N Tier supplier
suppliers
93 companies
Engineering service providers research institution
Mechanical and Plant Engineers
9OEM
74 companies
33 companies

Partner companies with the highest
turnover - AC
Page 59

Plastics Cluster (KC)
Page 60
Raw Materials/
Recyclate
Polymer Processing
Machinery, Tooling,
Mould Construction
Institutes
Services
171 86
49
31
89
Total:
426 partners

Incorporating the whole value-chain
426 Partners
Page 61
Recyclate producers (12)Raw material producers/retail (37)
ServiceCompanies(89)
Institutions(31)
Mechanical Engineering (54)Dye and tooling production (32)
OEM (Original Equipment Manufacturer)
Plastics Processing (171)
Tubes Profiles Vehicle Industry
Packaging Medical Industry Optical applications
Sanitation / Hygiene
Structural Industry
……
Aircraft Manufacture
Textile applications Sport / Leisure / Household / Office

turnover - KC
© Clusterland Upper Austria Ltd
Raw materials/
Recycling traders
Polymer Processing
Machinery
Tooling/Mould
Construction
Suppliers of plastics-
related services
Technology
Transfer Bodies
Seite 62

Furniture & Timber Construction
Cluster (MHC)
Cluster facts and figures Partner structure
Number of partners: 262
Turnover: € 2,15 bn
Employees: 15,000
Export-Quota: 36 %
23. Mai 2013© Clusterland Oberösterreich GmbH
Seite 63
44%
31%
9%
9%
5% 2%
0-9
10-49
50-99
100-249
250-1000
>1000

MHC-Partner – all branch segments of
Page 64
raw-material
supplier/basicmaterial
furniture producer
kitchen furniture
living room furniture
chairs
mattress, bed
systems
etc.
carpentry/timer
construcionts
detached
houses/apartements
domestic
architecture (multi-
storey)
public buildings
construction material/supplying
components
sawing and planing products
construction elements
plate material
etc.
building panels
windows
doors
winter gardens
claddings
etc.
architecture, desi
gn, planning, con
struction
architect
methods engineer
etc.
research and developement
professional training
university, technical college
advanced training institute
etc.
customer/branche
carpenters
furniture carpenters
building carpenters
object carpenters
assembling
carpenters
etc.
28 companies
35 companies14 companies
33 companies15 companies66 companies 31 companies
services
specialist counceling
business consultancy
other services
etc.
machines/tools
manufacturing plant
tools
software/control systems
etc.
supplimentary
subsections
electro-technics
sanitary/heating
roofer/tinner
master-builder
contract manufacture
drawers
blank
drilling
milling
etc.
3 companies 9 companies 1 company 23 companies

Partner companies - MHC
Seite 65
Nummer Eins bei Möbel Starke Potenziale im Holzbau

Partner companies - MHC
Seite 66
Leistungsfähiges
Zuliefernetzwerk
Aus- und
Weiterbildung, F & E

Page 67
Structure of the Cluster
Along the whole value chain
Suppliers
Manufacturers
Distributors
Health Care Providers
Research & Development
MedicalDevices
Facilities
SpecialServices
Pharma&Biotech
MedicalProductsfor
dailyuse
TherapeuticAids

GC-Partner – all branch segments of
Page 68
raw-material
supplier/basicmateria
Services
 Software & IT
 Cleanrooms & hygiene
 etc.
Healthcare institutions
 Hospitals
 Rehabilitation centres
 Healthcare providers
Suppliers
 Medical devices
 Facilities
 Products for daily medical
needs
 Medical/therapeutical
appliances
Manufacturers
 Medical products
 Facilities
 Pharma- and Biotechnology
 Products for medical needs
 Software
 Hospital equipment
Distributors
 Medical products
 Products for daily medical
needs
 Medical/therapeutical
appliances
R&D/Educational Institutions
 Competence centres
 Academic/non academic R&D institutions
 Collages, Universities of applied
science, etc.
OEM/customer/sector
56 partners 15 partners
36 partners
47 partners 45 partners 15 partners

Partner companies - GC
Page 69

Mechatronics Cluster (MC)
Page 70

MC-Partners - all branch segments of
Page 71
Technology- and
Component
sub/suppliers
 Engines
 Gears
 Sensors
 Control systems
 etc.
Manufacturer of
semi-finished
products; Refining
 Metals
 Base materials
 Semifinished prod.
 etc.
Mechanical
engineering
 Machine tool
manufacturing
 Custom machines
 etc.
Plant builder
Phase-to-phase
manufacturing
systems
 Plant building
 etc.
Organizational Services
 Consultants
 Software & IT
 etc.
Technical Services
 Construction
 Engineering
 etc.
Educational establishments

 FH„s
 Universitäten
 etc.
R&D Institutions
 Competence centres
 academic/non academic
institutions
etc.
OEM/customers/
branches
Raw/basematerials
Equipment &
apparatus
construction
 Tank construction
 Pressure equipment
 Control boxes
 etc.
17 partners 64 partners 29 partners 42 partners 36 partners

turnover - MC
Page 72

Environmental Technology Cluster (UC)
Founded: Nov 2009
(01/06 – 11/09 „Network Environmental
Technology“)
Focus: Initiation and monitoring of
national and international projects in
the field of environmental and energy
technology. Know-how and Know-who-
transfer
Close cooperation with
Network Resources and Energy
Efficiency (NREE)
Page 73

UC-Partner – the various industry
segments
Page 74
Environmental
Technology -
supplier
~ 80 companies
Water, Air
Waste / Recycling
Service companies
~ 50 companies
Technical service companies
Organisational service companies
Environmental
technology –
user
~ 10 companies
Resource efficiency
Energy efficiency
Training- & research facilities
~ 15 companies

Partner companies UC
Page 75

Network
Human Resources (NHR)
Page 76
The intersectional
information- and communication platform
in the Human Resource Management
Contacts
+ generate knowledge
+ learn from the best
+ focus on cooperation
= Network Human Resources

Network
Human Resources (NHR)
Activities and Aims
Encouragement of a unified HR-understanding
and awareness for innovative HR-management
Development and servicing of a platform for
HR-knowledge
Intensification of the HR-know-how and
competence
Formulation and promotion of joint regional
and nationwide activities
Page 77

HR-Management – added value of NHR
Page 78
Events
(Expert- and Best-
Practice
Fora, Presentatio
ns)
723 Participants
(2010-2011)
Specifitopics
(generatedby
thenetwork)SOS
Cooperative
Measures
(Development
interviews, Works
hops…)
167 Participants
(2010-2011)
Cooperation
Projects
65 Partners
(all NCPs
within NHR)
Network of consultants (parted in competence fields ) – currently 10 partners involved
Programmes and Initiatives
(Cross Mentoring, HR-Management survey, „Arbeitsplatz 2020“, K3, JIDT,…)
147 partners participated in programmes (2010-2011)
666 participants at our events (2010-2011)
HR-
marketing
DeploymentRecruiting Development Retention
HR-
Manageme
nt
Layoff
DevelopmentofHR-Management:
FromCost-Centerstoa
ValuableHR-BusinessPartner

Partner companies - NHR
Seite 79

Network
Design & Media (NDM)
© Clusterland Oberösterreich GmbH
The network Design & Media is a cross-sectorial information platform
with a focus on design management, product design and
communication design.
The network supports companies to achieve a sustainable
implementation of the factor design. The goal is to accelerate the use of
design in the companies product- and communication strategies.
23 May 2013
Page 80

Network Development
INFORMATION
Corporate communications
COOPERATION
Teamwork/compiling results together
QUALIFICATION
Exploring a focus issue
INFORMATION
Counseling interviews= Elaborating specific
topics
83 Partners
27 PR-articles ,
35.000 websiteviews,12 newsletters,
2.500 recipients, 4.000 „DesignSignale“ (magazine)
20 projects
with 54 partners
1.015 participants
2010/2011
133 counseling interviews
2010/2011

Network
Resource- and
Energy Efficiency (NREE)
Page 83
Start: May 2009
until 2-2011 designated as Network Energy Efficiency (NEE)
Focus: Investigation of energy
efficiency of industrial production,
initiation and monitoring of projects
related to the energy efficiency of
industrial manufacturing processes
Works closely together with the
Environmental Technology Cluster

Object Innovative cooperation projects within the
cluster-initiatives
Cooperation criteria  At least three companies
 At least one SME
Costs eligible for funding Personnel costs, external services,
consulting and other costs
Funding amounts 30 % of the costs eligible for funding
Max. funding per cooperation partner: € 30,000 (‘technological’ projects)
€ 15,000 (‘organizational’ projects)
Max. funding per project: depending on number of projectpartners
(‘technological’ projects)
€ 45,000 (‘organizational’ projects)
Co-operation projects cluster-initiatives,
funded by Upper Austrian government
Page 84
Projects also involving several Austrian regions are being funded! (e.g. Lower Austria, Salzburg)

Funding of co-operation projects
within network initiatives
EU support programme
Innovative cooperation projects within the cross-sectorial networks
At least three companies, at least two of them SME
Costs eligible for funding: Personnel costs, external services, consulting and other
costs
Funding amounts: 30 % of the costs eligible for funding; max. € 25,000 per project
partner; max. € 100,000 in total
Page 85

16 co-operation projects
Page 86
EFRE-Funding Kreatives Handwerk
Submitted projects 6 4
Participating partners 32 8
On-going projects 5 1
Participating partners 20 2
Total number of projects (since start) 11 5
Total Participating partners (since start) 52 10
Project volume € 2.8 mil. € 773,000
Funding volume € 1.2 mil. € 180,000
app. 1:2 app. 1:4
Reference period: 09-01-01 - 09-12-31
Reference date: 09-12-31

Benefits for cluster and network partners
Page 87
Knowledge transfer and management in the network
Regular specialised events; 1,214 events with 48,426 participants
Supporting companies as they enter new markets
Cooperations with European regions, EU-projects
Initiating and supporting cooperation projects
339 cooperation projects with 1,437 partners; 64 % new
products, 25 % new producion processes, 11 % specific
qualifications
Information platform as springboard for increasesuccess
Databases, company interviews, quarterly journals, company
directories…
Positioning the partners both home and abroad
Technology presentations, branch image, trade fairs
Information and
Communication
Qualification
Cooperation
Marketing & PR
Internationalisation

Information and communication platform
Creates transparency
Detailed databases
Frequent company visits & interviews
(approx. 150 p.a. per team)
Interactive cluster homepages
Monthly newsletters to 500 – 2,000 contacts
per cluster or network
Quarterly journals
Company directories
Page 88

Customer Relationship Management
System (CRM)
A CRM-System is a database application, which allows a structured and if
necessary the automated compilation of all customer-contacts and data.
Compilation of company contacts, company visits, discussion
notes, correspondence, invitations, newsletters, events, participation, cancellatio
n, projects: ideas, realisation, subsidies, project partners; requests, cluster
support etc.
Data in CRM-system of Clusterland Upper Austria Ltd.
40,000 companies
87,000 persons
2,000 events
550 projects
46,000 documents
Page 89

The CRM system
Page 90
CRM
Newsletter system
• Subscriber administration
• 29,000 subscribers
Websites
• List of partners
• projects
• events
Online-
Maintenance
• Partner data
Accounting
• Invoice recipient
• Start invoice dispatch
PDA
• Partner data
e-mail
• Outgoing
• Incoming

Initiating and supporting
cooperation projects
Establishment of contacts between
potential project partners
Round table meetings involving companies
interested in cooperation
Support during the grant application process
Since 1998 active initiation of
339 cooperation projects with 1,437 companies
14 national & EU projects
Page 92

Contents
► Basic principles of Upper Austrian cluster and network policy
► Structures and services Clusterland Upper Austria
► Benefits for cluster and network partners
► Annex: Overlook on clusters and networks
Page 93

Contact & Information
DI (FH) Werner Pamminger, MBA
Clusterland Oberösterreich GmbH
Tel: +43 732 79810-5118
Fax: +43 732 79810-5110
werner.pamminger@clusterland.at
www.clusterland.at
Clusterland Oberösterreich GmbH supports cluster and network initiatives. It
promotes innovation through cooperation and competence in order to enhance the
competitiveness of enterprises.
All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or distributed in
any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.
Page 94

Clusters and networks in Upper Austria
Page 95
Ecoenergy
(Upper Austrian
Energiesparverband)
Food
(Upper Austrian Chamber
of Commerce)
Logistics
(Association for Network
Logistics)

Clusters in Austria - Cooperations
Seite 96
+Lower Austria
+Salzburg
+Lower Austria+Salzburg+Salzburg +Salzburg

Mission & Vision
Page 102
We are the competence center for co-operation
for business networks
We initiate and support cooperation

Seite 10323. Mai 2013
Regionale Wertschöpfungsketten sind verzahnt

Unser Kern-Thema:
Seite 104

The Cluster-Processing
Seite 105
Project
Management
working
with
groups
„we
know, who
knows
what“

Unsere Region – Unser Markt
Seite 106

The Upper Austrian cluster policy is based on
Michael Porter‘s cluster philisophy – cluster diamond
Coinci
ence
State
Company strategy,
structures and
competition
Factor Demand
Related and
supportive branches

The Upper Austrian Plastics IndustryCompany strategy,
structures and
competition
Related and
supportive
branches
Factors
Demand
Coincidence
State
+ gesamte Wertschöpfungskette vorhanden inkl.
Rohstoffe und Maschinebau
+ starker Maschinenbau in OÖ
+ Nähe zu deutscher Chemie Branche (Rohstoffe)
- Keine Polymerisation in OÖ
+ Tradition in Kunststoff (Erfindungen
50er – Anger: Extruder, Engel: SG,
Chemie L.:PP, PE
- Wissenschaftliche Infrastruktur
+ Infrstrukturen / Transportwege
+/- Kapital generell
- Venture Capital
+ gute Facharbeiter
- hohe Lohnkosten
- hohe Energiekosten
- hohe Umweltauflagen
+ kein PVC-Verbot in öffentlicher
Beschaffung
- Keine Uni in OÖ
+ stabile Regierung / keine Schulden
langfristige Konzepte 2000+
+ große OEM Industrie
(Rotax, KTM, Voest, BMW, Fronius,
Engel – wie kein anderes
Bundesland etc.)
+ Nähe zu starken Wirtschaftsraum -
BAYERN
+ starke Rivalität (innovationswettbewerb) in
* Extrusionswerkzeuge
* Flüssigsilikon-Verarbeitung
+ starke Rivalität
* Werkzeugbau
* Custom-Moulders
+ Recyclingmaschinenbau

Environmental
Technology
Cluster
Organigram
Page 109
General Assembly
TMG
Upper Austrian Chamber of Commerce
Federation of Austrian Industry
Management
Werner Pamminger
Automotive
Cluster
Thomas
Eder
Mechatronics
Cluster
Christian
Altmann
Plastics
Cluster
Christian
Altmann
Furniture &
Timber
construction
Cluster
Jürgen
Müller
Health Technology
Cluster
Philipp
Wittmann
Network
Human
Resources
Andreas
Geiblinger
Network
Design &
Media
Rainer C.
Preisinger
A. Board A. Board A. BoardA. BoardA. Board
Advisory Board
Speaker: Michael Teufelberger
A. Board
Network
Resource- and
Energy
Efficiency
A. Board
Management Services
Controlling
EU-Projects
Event-Management
Corporate Communications
Organisational Development
A. Board
Markus
Manz

TCI2012 Innovation through cooperation

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