The document discusses the success and failure factors related to the internationalization of clusters, emphasizing that successful internationalization requires a clear strategy, capable cluster management, and competitive products. Key reasons for internationalizing include growth opportunities, accessing new markets, and sharing risks, while common hindrances include lack of strategy and inadequate capabilities. It outlines steps towards developing an internationalization strategy and identifies prevalent services that support this process, highlighting the importance of cross-sectoral cooperation.

1. Success Factors for Internationalisation of Clusters Dr. Gerd Meier zu Köcker Berlin, 18th September 2014
www.bmwi.de

2. If policy makers insist
If it is a mandatory part of funding rules
Only because of funding
If products or technologies are not competitive
If cluster participants do not have capacities to internationalise
If the cluster management does not have the mandate to internationalise
If the cluster does not have any idea or strategy where and why to internationalise
Reasons Not to Internationalise
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3. Reasons Why to Internationalise
To increase growth and profit of cluster participants
If transnational cooperation provides more added value than regional cooperation
To enter new markets or acquiring new customers
To tackle new value chains
To acquire knowledge or competences not available among cluster participants
To share risks (R&D, projects, investments etc.)
To reduce costs (e. g. production is cheaper abroad)
To increase visibility and become more attractive
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4. Internationalisation of Clusters…
… is more than business trips and trade fairs
… is more than only export promotions
… is a tool, not a target
… takes a long time to success
… varies significantly between clusters
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5. Kinds of Internationalisation of Clusters
Trend scouting
Products, technologies
Markets, consumer behaviour etc.
Export promotion
R&D cooperation
Joint product development
Incl. adaptive development
Acquisition of know-how, technologies
Strategic partnerships
Joint venture
Foreign branch
Foreign production facilities
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6. Geographical Priorities of Activities of Clusters from Selected Countries
0 %
10 %
20 %
30 %
40 %
50 %
60 %
Regional
National
International
Spain
France
Germany
Norway
Denmark
6
© ESCA 2013, data from 2012

7. Success Factors for Making Business in Korea
7
© VDI/VDE-IT, 2011, Survey among 150 German SMEs

8. Higher impact on business
activities of cluster
participants when cluster
management is responsible
for internationalisation
Some Success Factors
Transnational, cross-sectoral
co-operation is still a challenge
Meier zu Köcker et al., 2011, http://www.tci-network.org/news/314
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9. Failure Factors
Meier zu Köcker et al., 2011, http://www.tci-network.org/news/314
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10. 10 Key Success Factors
Internationalisation strategy developed with cluster participants
Cluster management is responsible for internationalisation
Competitive products, technologies (and companies)
Cluster actors are willing and able to invest
Innovative services offered by the cluster management
International experience of cluster management team
Good knowledge of international cluster landscape
Public support schemes (e. g. funding schemes)
Involvement of other key actors (export promotion agencies, Foreign Chamber of Commerce etc.)
Patience…
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11. Communication of the upcoming strategy process among the cluster participants
Selection of stakeholders and cluster actors to be involved
SWOT analysis/analysis of the current demand status and future expectations
Creativity workshops with cluster actors and stakeholders
Additional interviews with selected cluster actors
Deduction of strategic objectives and operational targets
Identification of main action fields
Prioritisation of actions and services
Discussion of approach with cluster actors and stakeholders
Agreement on action plan for development and implementation of services
10 Steps Towards an Internationalisation Strategy
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12. Cross-Sectoral Cooperation is Still an Issue
Technologies and industries are more and more converging; Key driver: industrial transformation processes Cluster and cluster management must cope with this challenge
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13. Prevailing Services of Cluster Organisations in the Context of Internationalisation
0
1
2
3
4
Availability of print/web
information in foreign languages
Participation of the cluster
management in trade fairs /
conferences abroad with own
booth to present the cluster and
its participants
Other activities by the cluster
management for intensifying
international contacts and co-
operations with foreign partners
or clusters
Offices or other permanent
representations of the cluster
abroad
Acquisition of international R&D
projects that were mainly initiated
by the cluster management
Other services/activities
Spain
France
Germany
Norway
Denmark
© ESCA 2013, data from 2012
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14. Current Trends
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15. Internationalisation – The Ideal Case –
Sustainable strategic partnerships
Looking for external partners
Among cluster actors
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16. Internationalisation – The Ideal Case –
Sources: gerber and Limmatdruck Zeiler
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17. International Cleantech Network (ICN) is a global strategic cluster partnership
Alliance of 16 cluster organisations from Africa, Asia, Europe and North America
Initiated and managed by “Clean – Connecting Danish Cleantech”
Based on a joint strategy
to enhance knowledge-sharing between businesses, knowledge institutions and local authorities,
to improve collaboration between the regions in which the clusters are located,
to increase visibility to attract talents,
to facilitate identifying of partners for R&D projects or business, and
to provide market insights and assistance for internationalisation.
From International Networking Towards Strategic Partnerships
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18. Traditional approaches and key success factors for cluster internationalisation are not sufficient to address upcoming industrial needs for internationalisation.
Summary
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19. Dr. Gerd Meier zu Köcker
VDI/VDE Innovation + Technik GmbH
Steinplatz 1
10623 Berlin
E-Mail: mzk@vdivde-it.de
Tel.: +49 30 310078-118
Fax: +49 30 310078-222
Contact
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