TCI2013 Development of new business models in clusters

Development of new business models in clusters
Betina Simonsen
New Perspectives on Cluster Development
5 September 2013

Innovationsnetværket Livsstil - Bolig & Beklædning Birk Centerpark38 DK - 7400 Herning + 45 9616 6200 www.innonetlifestyle.com
Innonet Lifestyle – Interior & Clothing
Innovationsnetværket Livsstil – Bolig & Beklædning
Betina Simonsen
Man. Director
Development Centre UMT
&
Innonet Lifestyle – Interior and
Clothing
www.innonetlifestyle.com

Agenda:
1. 2 min. info on the cluster
2. Organization of the cluster strategy work, experiences
3. Why and how to work with business model in the cluster
4. cases

2 min. background:
-A cluster since 2002, originally for wood and furniture
-Merge into lifestyle and contacted by the clothing and fashion industry
-2 offices – Herning and Copenhagen, 13 employees
-12 members of Board of Directors – industry organizations, regional government, knowledge
institutions and companies
-10 consortium partners - knowledge institutions
-85 Dialog companies
-272 comitted companies
-498 non-comitted companies
Focus areas:
Innovation and Design, New Materials, Future Trends and Sustainability of Interior and
Clothing, Fashion, Re/etail and the Childrens segment

Organization of the cluster strategy work
Goals - SMART (Specific, Measurable, Actionable, Responsible, Time band)
Balance Score Card – back up by processes and staff/organisation – presentation on
each Board of Directors meeting quarterly.
Experiences
10 years of operation. Received bronze label in 2011 – areas of improvement:
-Too many committed members versus staff
-Geographically needed national coverage
-Competences development for the employees in the secretary
-Internationalisation
Pre-test Gold October 2012 with 91% score

Innovationsnetværket Livsstil - Bolig & Beklædning Birk Centerpark 40 DK - 7400 Herning + 45 9616 6200 www.innonetlifestyle.com
6 Months
Deliverables
Gate keepers:
Describe
Qualify according
to parameters
Relevance to
companies
Scout Internationally
G1 G2 G3
Uncover potential
Preprojects
Activites
ActivitiesQualificationIdea Screening
Analyses & reports
Dialogue companies
Trends
Consortium Partners
Competences
Team Leaders
6 Months
Strategic business areas
Innovation possibilities
Benchmark
Innovation level
Teams Teams
Budget estimate
According to target of the project
Industry Organizations
Benchmarking

Fremtidens livsstil
3.1 Digital map of the future
Nye projekter
3.2 Rundkant
Beklædning / Fashion
4.1 Talentudvikling: Vilkår for innovation, kreativitet og læring i
modebranchen
4.2 Innovation i modens designproces og metode
Nye projekter
4.3 Can Danes do fashion?
Internationalisering
5.1 Innovation Express 1 & 2
5.2 Milano
5.3 Comfort in Living
Innovation og Design
1.1 JOIN
1.2 Konsortium for strategisk design
Nye Projekter
1.3 Pit Stop 2
1.4 New ways of working
1.5 Vækst gennem forretningsudvikling på mobil platform
1.6 Brancheanalyse
Nye Materialer
2.1 Materialebibliotek
2.2 Mere funktionalitet i møbler og interiør
2.3 Tekstiler, der redder liv
2.4 Ph.d. om bæredygtighed
2.5 Tekstilmølle
Nye projekter
2.6 Up-scaling af genbrugsfibre
2.7 Innovative og bæredygtige materialer rettet imod udvikling og design

INTERNATIONAL CLUSTER COOPERATION: The JOURNEY
Why
Internationalise?
Assess
Readiness
Identify
Opportunities
Create Strategy
& Action Plan
Implement
Training
Identify
Partners
Develop Trust
& Projects
Implement
Projects
Measure
Success
Sustain
the networks
Inward looking
“Local” Cluster
Outward facing
“Global” cluster
Get Ready
Take Action
Use
Networks
Utilise Funding
Workshop with
Rodin Genoff
Identify
Competences
Incoming
Opportunities
Quarterly Updates
Office overseas?
Brazil
India
Korea
Germany- Turkey- Russia-China
Lithuania- Sweden- Finland-
Poland- Latvia Japan
Budget & Financing
Internationalization strategy:
-DDAI www.ddai.dk
-Industry Organizations
-Dialogue Companies
-Export Council

Why and how to work with business model in the cluster
-A business model describes the rationale of how an
organization creates, delivers, and captures value
(economic, social, cultural, or other forms of value). The
process of business model construction/modelling is part
of business strategy.
- Value – what job is the customer trying to get done and how is
X company delivering the best solution. Ex. Desired
outcome analysis or other.

Case strategic design
Researcher to meet companies and working with their value
proposition
Ex. Space invaders

Case Match- Innovation cups
Students works with companies on new ideas in how will it
affect my business model. Competitions/mid way
evaluation and prize
Ex. Web sales for the fashion industry

Case Pitstop 1
20 creative companies – today's business model – gap
analysis – tomorrows business model – how to get there:
shopping at knowledge institutions for workshops

Case Comfort in Living Camp
International camp – 7 countries (34 students, 18 companies, 7 journalists, 7 teachers and 7
clusters)
Task: develop sustainable multifunctional kitchens for 65+
5 business teams
working with
Business Model canvas
Setup: 5 Design Teams
working with
Idea generation
Each business team merge with a design teams – become ”a company
and develop concept and business model parallelly

Thank you very much!
betina@innonetlifestyle.com
www.innonetlifestyle.com

TCI2013 Development of new business models in clusters

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