This document discusses internationalization strategies for clusters in Denmark. It begins by noting that six years ago, international activities were not integrated into cluster strategies in Denmark. Now, Cluster Excellence Denmark works to professionalize and internationalize the 50 major Danish clusters. Over the past six years, 21 clusters have co-organized international matchmaking events, 14 have done market visits, and all have found partners for collaboration. Surveys show 65% of clusters have internationalization strategies and activities like partner search, study tours, and innovation projects help clusters access new knowledge, markets, and partners. The document outlines a four phase model for cluster internationalization: 1) understand the cluster, 2) develop a strategic plan, 3) implement

1. From The Blind Angle to
Strategical Internationalisation
in Clusters
Merete Daniel Nielsen,
Cluster Excellence Denmark
Parallel Session 3.4: Successful Internationalization Strategies – Part 2

2. Session Title: Successful Internationalization Strategies
Take-off for Danish lessons on cluster internationalisation
 Six years ago the international activities in the Danish Clusters weren’t an
integrated part of the activities nor part of the political strategies for clusters
(not nationally nor regionally)
 Why:
 Clusters are seen more as mechanisms for local, regional or national
development.
 Clusters are set up with the aim of business development, innovation
and/or knowledge sharing.
 And other stakeholders engage in international activities.
 But Danish cluster had international activities… And we didn’t really know…

3. Session Title: Successful Internationalization Strategies
Take-off for Danish lessons on cluster internationalisation
 Cluster Excellence Denmark is a national support function for the significant
clusters and networks working on competence development,
professionalisation and internationalisation for the 50 mayor clusters.
 Over the last six years has internationalisation been in focus.
 21 clusters co-organising international matchmaking events
 14 clusters co-organising market visits
 Helping all clusters do find partners for international collaboration.
 In total engaging at least 1000 companies, organisations and
researchers.
 But – are resources used in the right strategic way? How do clusters work
with internationalisation? What are the right activities?

4. Session Title: Successful Internationalization Strategies
The facts for Danish cluster internationalisation
 Normally just 5 pct. of the Danish SME’s have activities with an international
profile (University of Aarhus, 2014)
 In clusters 14 pct. of the dedicated companies have engaged in international
activities (DASTI 2015)
 Survey on cluster internationalisation in January 2015: On strategy, services,
collaboration partners and collection of cases with best practise:
– 65 pct. have a strategy for internationalisation. 40 pct. update annually.
– Services: Partner search, study tours and innovation projects.
– Collaboration partners: Foreign clusters, Innovations Centres – and us.
– Funding: Basis funding, project funding and EU funding.
– Effects: Access to new knowledge, new markets and collaboration partners.

5. Session Title: Successful Internationalization Strategies
3 large Cluster Matchmaking Conferences:
• 771 participants
• 230 unique clusters
• 1202 cluster-to-cluster meetings
• 90 cluster collaboration projects
• 100 pct. would participate again

6. Session Title: Successful Internationalization Strategies
Advantages for clusters on SME internationalisation:
Access to new markets - better understanding of new markets and new players - l
eading to strengthened presence and visibility in new markets or increased sales, as
well as engagement with new stakeholders abroad.
Access to new knowledge, knowledge sharing and inspiration - leading to new
innovative collaboration across clusters and borders where companies can
share their unique knowledge on products.
Initiation of longer-term partnerships – developing and testing prototypes or new i
nnovative business models, or pursuing larger/longer-term research and innovation
activities (through e.g. aH2020 programs).
(Nordic Council of Ministers, 2015)

7. Session Title: Successful Internationalization Strategies
First draft of a new model for cluster internationalisation

8. Get ready for internationalisation:
• Addressing the why for internationalisation together with the members
• Develop strategy for internationalisation according to the why and by using market
analysis and analysis of value chain.
• Assessing the internal readiness for the cluster (members and secretariat)
Make action plan
with milestones
Understand
culture and
language
Overview over
funding for inter-
nationalisation
International
activity
Overview over
collaboration
partners
Organisational
learning:
On milestones and
evaluation of
members
satisfaction
Areas for further
improvement for
cluster
organisations
Support
needing for
cluster
organisations

9. THE FOUR FASES FOR INTERNATIONALISATION
① Understand your cluster
• Engage the members.
• Know the market options.
• Is the cluster secretariat ready?
• Finansing
• Partners
② Strategical take off
• Make strategy – development
and process
• Make action plan
• Take a chance
③ Implementation
• Development of trust
• Development of projects
• Implementation of projects
• Measure succes
• Tell it
④ Long term collaboration
• Maintain the network
• Services that last
• Building global network

10. Session Title: Successful Internationalization Strategies
Fase 1: Engaging the members
 Direct calling the members: Uncovering and mapping the specific needs for
specific services.
 Visits at members: Every year all members are visited and new services are
debated including international services. Case: Innonet Lifestyle – more
tomorrow.
 Using the board and/or steering group: More clusters and networks use
these institutions for input on international activities.

11. Session Title: Successful Internationalization Strategies
Fase 1: Know your market(s)
Market analysis (experts): Colleting and analysis data for the cluster (abo
ut existing and new markets). On countries and/or branches. Insights into
possibilities and challenges in the markets. Might be expensive. Find out
what is already analysed.
Market analysis (students): Cheaper and opportunity to include the new
knowledge in the cluster.
Attaching to general trends: “Creative”. “Green”. “New technologies”. Fi
nd the specific niche and develop this.
Collaborate with branch organisations: Many branch organisations have i
nternational activities. Often they have done markets analysis and have p
artners. Use this.
Analyse the stakeholders: Use the stakeholders and their position.

12. Session Title: Successful Internationalization Strategies
Fase 1: Is the cluster secretariat ready?
 The cluster team has a key role: Make the strategy, implement and
handle all the small stuff. They must love it!
 Profile of the international employee:
 It requires blood, sweat and tears to do it. So them these people.
 International background and/or experience.
 International education.
 Good language skills – English will help you a lot!
 Learn by your peers.

13. Session Title: Successful Internationalization Strategies
Fase 1: Money and partners!
• Costs:
• Mix of basic funding, regional funding and/or EU funding. Some has part
time employee working with funding. We have too…
• Clusters gets invited to many projects – use the strategy to select.
• Partners:
• Have a variety of partners ready for collaboration.
• Many use other clusters since they understand other clusters. But
sometimes not…
• Work with clusters supplementing the cluster.
• Work with people you like

14. THE FOUR FASES FOR INTERNATIONALISATION
① Understand your cluster
• Engage the members.
• Know the market options.
• Is the cluster secretariat ready?
• Finansing
• Partners
② Strategical take off
• Make strategy – development
and process
• Make action plan
• Take a chance
③ Implementation
• Development of trust
• Development of projects
• Implementation of projects
• Measure succes
• Tell it
④ Long term collaboration
• Maintain the network
• Services that last
• Building global network

15. Godkendelse
Medlemskampagne
Medarbejder
strategi
Bestyrelses
strategidiskussion
Opdatering af strategi
Annual Cycle for Welfare Tech
Business Plan
BudgetStrategy
Accounts
Strategy updat
e
Employee strateg
y seminar
Member ca
mpaign
Adjusting services and b
usiness plan in terms of
strategy
Board discussio
n of strategy
General meeting appr
oval

16. THE FOUR FASES FOR INTERNATIONALISATION
① Understand your cluster
• Engage the members.
• Know the market options.
• Is the cluster secretariat ready?
• Finansing
• Partners
② Strategical take off
• Make strategy – development
and process
• Make action plan
• Take a chance
③ Implementation
• Development of trust
• Development of projects
• Implementation of projects
• Measure succes
• Tell it
④ Long term collaboration
• Maintain the network
• Services that last
• Building global network

17. Session Title: Successful Internationalization Strategies

18. Session Title: Successful Internationalization Strategies
Fase 3:Case Innonet Lifestyle
– KSF on internationalisation
• Identify 10 top relevant clusters and start collaboration for the benefit of the a
ctors in the cluster.
• Meetings and planning of relevant activities between the cluster secretariat and
visits to Denmark and/or abroad
• Participate in 3 international development activities of relevance for the cluster.
• Participate in 2 international activities launched together with branch
organisations.

19. Session Title: Successful Internationalization Strategies
• Offshoreenegy.dk has Norway as a target country in their strategy.
• Offshoreenergy discussed with Cluster Excellence Denmark – Enterprise Europe
Network the possibilities to penetrate the market and agreed on a three-step action
plan over a period of three years. (2011-2013)
• As a result 35 company members participated in the three cluster missions.
• Preparation Phase in Denmark: three information seminars and a speech at their an
nual conference.
• Implementation Phase in Norway: Tailor-made program with the aim to acquire a
better market knowledge, to network and to establish contacts to new potential
Norwegian co-operation partners. The action plan followed the three steps:
•Action 1: Cluster mission to Stavanger (fact finding)
•Action 2: Cluster mission to Bergen – Visit to Offshore Technology Days
•Action 3: Cluster mission to Stavanger – Visit to ONS NORWAY
• DST’s Norwegian oil adventure: By participating “closed” doors were open, and the
Danish company made special contact with a global offshore cooperation. After a re-
visit to Norway, DST secured a considerable order and after a visit to Denmark by the
new client, another substantial order was secured for almost 400.000 Euro.

20. THE FOUR FASES FOR INTERNATIONALISATION
① Understand your cluster
 The members – engage them! Most
important resource!
 The the markets – analysis, trends
etc. Know the options.
 The cluster secretariat – are they
ready?
 Finansing
② Strategical take off
• Make strategy – developmen and
process
• Make action plan
• Take a chance
③ Implementation
• Development of trust
• Development of projects
• Implementation of projects
• Measure succes
• Tell it
④ Long term collaboration
 Organise, sustain and formalise
the network
 Building global network

21. Session Title: Successful Internationalization Strategies
Fase 4: Long term collaboration
Many clusters organise, sustain and formalise their i
nternational network:
• ICN: Network of international clean tech clusters
doing EU projects together.
• ECLA: Network of Light clusters – both lobbying and d
oing projects together.