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European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
European Clusters Go International
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European Clusters Go International

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Internationalisation is important for cluster. What are the key success factors and recents trends. The presentation reveals the outcomes of the second Pan-European cluster survey

Internationalisation is important for cluster. What are the key success factors and recents trends. The presentation reveals the outcomes of the second Pan-European cluster survey

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

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