By Enrique Díaz Moreno, presented at the 17th TCI Global Conference, Monterrey 2014.

1. The Cluster’s competitiveness perceived by
Stakeholders
Enrique Díaz Moreno
Parallel 1.1 Common problems, common markets and shared value
creation
11 November 2014

2. The Cluster’s competitiveness
perceived by Stakeholders.
Indexfokus: The methodology for evaluation of the perceived competitiveness.
Enrique Díaz Moreno
Businessfokus

3. ?
3 What is the
competitiveness
level of my cluster
?
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4. Definitions of competitiveness
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5. Competitiveness: A diffuse concept
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6. Competitiveness: A concept in
evolution:
 Initially the concept of business competitiveness is related to “productivity”
particularly derivative from the principles of Porter (1990) who states that
"competitiveness is determined by productivity, defined as the value of output
produced by a unit of labor or capital”.
 Later the concept was expanded involving elements that go beyond the
company productive. Concepts such as “quality” and “innovation” have taken
on greater importance when speaking of a competitive firm.
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 Currently the notion of “sustainability” has been incorporated into the concept
of competitiveness.
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7. Competitiveness: A concept difficult to
measure.
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8. Competitiveness: A concept difficult to
measure.
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9. Clusters
Competitiveness
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• Many definitions
• Many indices
• Many industries
• Many actors
• Many interests
• Always in a hurry
The Second item
of the Every
Encounter
Equation
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10. Idea !!!
10 !
Indexfokus:
A way to evaluate the
cluster’ competitiveness
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11. Components of the Indexfokus formula:
Perceptions:
Instinct
Experience
Knowledge accumulated
Best reaction when there
is not enough information.
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Networking and
Social Media:
Social phenomenon that
reaches professionals and
companies.
Huge Potential
supported by increasingly
affordable Technologies.
Stakeholders:
Interest Groups.
 “We are interested to
them”.
 “They are interested in
us”.
 The relationship should
be win to win
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12. Stakeholders
 STAKEHOLDER THEORY: THE STATE OF THE ART.
This paper draws heavily on Freeman, Harrison, Wicks, Parmar, and DeColle, Stakeholder Theory: The State of the Art,
Cambridge, U.K.: Cambridge University Press, 2010.
 The “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected
business problems— the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and
the problem of helping managers think about management such that the first two problems are addressed
 MANAGING FOR STAKEHOLDERS, STAKEHOLDER UTILITY FUNCTIONS, AND COMPETITIVE
ADVANTAGE.
JEFFREY S. HARRISON,* DOUGLAS A. BOSSE, and ROBERT A. PHILLIPS Robins School of Business, University of Richmond,
Richmond, Virginia, U.S.A.
 Stakeholder theory argues that firm welfare is optimized by meeting the needs of the firm’s important stakeholders in a win-win fashion
(Harrison and St. John, 1996; Walsh, 2005).
 This instrumental view of stakeholder theory suggests that firms that attend to the interests of a broad group of stakeholders enjoy higher
levels of performance than firms that focus primarily on one or a few stakeholders (Donaldson and Preston, 1995; Jones, 1995).
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13. Stakeholders perception
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14. Networking and social media
Mc Kinsey Quaterly.
February 2013
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Los medios sociales están cambiando el modo en el que muchas
empresas construyen la notoriedad de sus marcas, gestionan su
reputación corporativa, atienden las quejas y reclamaciones de sus
clientes o incluso se comunican con sus inversores. De un paradigma de
interrupción, en el que el anunciante tenía el timón, estamos pasando a
un paradigma de conversación, en el que el cliente toma la iniciativa.
IESE marzo 2013
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HBR Blog Network 2012

15. Indexfokus
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16. Competitive positioning Importance
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Conceptual Model of Indexfokus
Top level of competitiveness
Positioning
Factors of Competitiveness

17. 17 Conceptual Model of Indexfokus
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Top level of competitiveness
Factors of Competitiveness
Competitive positioning
Gaps of the
competitiveness

18. The 12 Competitiveness Factors
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1. Administration and Management Business.
2. Infrastructures, Facilities and Basic Services.
3. Recent Economic Outcomes.
4. Basic Labor.
5. Middle Management.
6. Business Offer.
7. Selection and Promotion of people.
8. Accessibility to Finance.
9. Technological, computer and communication development.
10.Dimension.
11.Complexity of the Business
12.Innovation: R & D & I
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19. Weighting the
“Factors
of Competitiveness”.
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20. Calibrating the “Competitive
Position” per factor
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5
Best Practices
If no weights are set
to the statements
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21. Individual Competitiveness
Index
Indexfokus assesses the competitiveness in two phases
corresponding to the two dimensions of perception of any
evaluator:
1.Weighting the importance of the Market Competitiveness
Factors. 10-15 minutes
2.Calibrating the Competitive Position in each factor:
Indexfokus presents 5 Best Practices for each factor, and the
evaluator graduates if are applied successfully by the
organization. 20-30 minutes.
3.Individual Indexfokus:
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22. Indexfokus works with the perception of experts.
“Working with perceptions”
means:
 No need to handle special
documents, reports or data.
“Expert evaluators” means:
 Professionals who know our
organization and the market in
which we compete from their
particular approach.
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23. Stakeholders Matrix
Stakeholders
Evaluators
J. K. X
G. H. X X
S. Y. X
H. H. X
R. M.
L. J. X X
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24. Indexfokus of the Competitiveness
perceived jointly
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Where z collects all
Indexfokus of the Groups
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25. The Indexfokus graphs:
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26. Indexfokus graph: The competitiveness gaps
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Gap in CF 7
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The dark zone of
competitiveness

27. The hollows of competitiveness in order:
Agreed priorities
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A
D
B
C
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28. Targets of cluster’s competitiveness
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29. Strategy: Virtuous Spiral
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“Focus on priorities, act, measure and start again”.
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30. Indexfokus is a tool ready to
help.
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www.indexfokus.com
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31. 31
Thanks:
// tci2014
www.businessfokus.es
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