Business support services offered by cluster organizations is nothing new and basically well established. However, most cluster organizations suffer to offer an entire spectrum of service, which is well aligned and integrated in an overall approach

1. Business Services Offered by Cluster Organisation
Dr. Gerd Meier zu Köcker
Direktor
iit – Institute for Innovation and Technology
Kehl, 8. Januar 2016

2. 2
Cluster – Cluster Initiative – Cluster Management
© VDI/VDE-IT 27.08.2016
Framework conditions
(e.g. infrastructure, regulation, work force, level of
education, image, macro economy)
Cluster participants
(business, research, public agencies)
Cluster management organization

3. 3
Source: Lämmer-Gamp, Meier zu Köcker, Christensen, Clusters are Individuals, 2011
Quality and Intensity of Business Services
Provided by the Cluster Managements Make the Difference

4. 4
Higher Intensity of Cooperation within Clusters
Leads to Higher Monetary Added-values
All actors Actors that cooperate more intensive
than others
Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company
low similar high
low similar high

5. 5
Firms in Clusters Are Performing Better…..
….. than the Sector-specific Average
Cluster Monitor Germany, July 2012, 50 Cluster representing about 5000 company
Much better
Better
Similar
Slightly worse
Much worse

6. 6
Case study: Monetary added-value for SMEs in an Automotive cluster
Higher Intensity of Involvement Leads to
Higher Monetary Added-values
EUR / p. a.

7. 7
Why?
How?
European Approach
Role of Cluster Policy
Herausforderung – Entwickeln Sie ein Servicespektrum für Ihre Clusterinitiative
Welche Schritte sind erforderlich ?

8. 8
Cluster Key Actors
SMEs
Large
Enterprises
Research
Institutes
Service
Providers
Universities
Education
& Training
Cluster
managment

9. 9
Free Riders
Reactive
Actors
Active Actors
Key Drivers
• Selfish
• Non-cooperative
• Sleeping giants
• Can be transform from
non-cooperative to
cooperative actors
• Hidden Champions
• Cooperative actors
• Pearls within cluster
• Self-motivated
Composition of Cluster Actors

10. 10
Tool for Cluster Initiative Mapping
10
Emerging Growth Maturity Tranformation
Time
Gradeofnetworking
Data
base
Other
tools
Data
From
CoC
Actors
analysis
Value
Chain
Analysis
Networ-
king
analysis
Visual
Raod-
mapping

11. 11
Tool : Actor Analysis
 Demand profile – Actor mapping – Actors analysis
 What are key objectives
 What competences, products, proccesses are already available
 Who is missing, what competences are missing
 Who can significantly contribute to cluster objectives
 Are strategic partners missing
 Is there a good balance between SME, global player and R&D institutions
11

12. 12
Tool: Networking Analysis
Networking analysis
 Who already cooperates with whom
 Which key actors / lead partnern have to be involved einbeziehen
 Who cooperated with partners in the region, but not involved in cluster
activities
12

13. 13
13
Tool : Networking Analysis

14. 14
Tool : Value Chain Analysis
14

15. 15
The real case: networking analysis of B2B cooperation

16. 16
16
Tool: Value Chain Analysis
Regional coverage of Biogas value chain

17. 17
17
Tool: Value Chain Analysis

18. 18
Tool : Visual-Roadmapping-Methode
18

19. 19
19
Tool : Visual-Roadmapping-Methode

20. 20

21. 21
Stag Hunt Game

22. 22
Vorteile für aktive Mitglieder und Free Riders von Cluster
Initiativen
Cluster Initiativen mit Mitgliedsbeiträgen

23. 23
Clustermanagement Services in Abhängigkeit vom Vertrauen und
Investitionsbereitschaft der Mitglieder

24. 24
Cluster Management Services Adapted to Level of Maturity

25. 25
Priority Setting for Business Services
Relevance of expectations
low moderate high
Very high
High
Moderate
Low
Very low
Levelofsatisfaction

26. 26
Supporting Cluster Managers to Design New Services for
SME in Emerging Industries
Trend 4

27. 27
SWEEP-NET – The Real Case
• Young network
• Expectation of member unknown
• No tailor-made services offered
• No synergies gained
• Need to increase share of private
financing

28. 28
First Three Key Actions
Mapping of
members
Grouping of
members
Analysing
expectations
and
demands

29. 2929
 Local authorities
 Regional goverments
 Private sector (service providers, technology providers, private consultants)
 International organisations / donors
 Non-Governmental Institutions
 Academia / educational institutes
Main Customers / Clients of SWEEP-Net
Mapping of
members
Grouping of
members
Analysing
expectations
and demands

30. 30
Group Working
What are characteristic expectations of selected target groups?
 Local authorities
 Regional goverments
 SME
 Global firms
 International organisations / donors
 Non-Governmental Institutions
 Academia / educational institutes

31. 3131
Contribution to the fulfillment of political goals
Demand oriented assistance
Access to knowledge, information and key actors
Capacity building
Support in becoming prepared and eligible for entering international projects
Project and financial management
Expectations of Governmental Authorities

32. 3232
Access to knowledge, information and market trends
Capacity building
Generation of new business / matchmaking
Support in increasing innovation capabilities
Increased visibility
Support in internationalization
Improved visibility towards policy and administration
Access to local markets
Expectations of Private Sector

33. 33
Fine Tuning of Cluster Actor‘s Expectations (I)

34. 34
Fine Tuning of Cluster Actor‘s Expectations (II)

35. 35
Added-values provided by the Cluster Management
Bundling regional competences of industry and academia
Increased visibility
Marketing, public relations
Networking with internal or external partners and political lobbying
Community building
Stimulation of innovations processes between different actors
Project fund acquisition and access to public support programmes
Information and experience exchange between the cluster actors / external
Human resources / Recruiting
Support regarding internationalisation
Engaging in collaborative R&D development and transfer

36. 3636
Contribution to the fulfillment of political goals
SWEEP NET can be used by governmental authorities as an active tool to fulfill political objectives.
Demand oriented assistance
Due to its knowledge, competence and international links, the SWEEP NET Secretary can actively
support governmental authorities in solving day-to-day issues as well as to support them to fulfill
long term political objectives.
Access to knowledge, information and key actors
Local authorities are interested in having easy access to knowledge, information and key actors.
SWEEP-NET Secretary can satisfy this demand by providing information and experience exchange,
matchmaking etc
Capacity building
In the MENA region there is still are strong need for capacity building and international
experience exchange on all levels. Governmental authorities are interested in
SWEEP NET Secretary to provide training schemes for capacity building
Turning Expectations into Synergies
Governmental Authorities (I)

37. 3737
Support in becoming prepared and eligible for entering international projects
Entering international projects or becoming eligible for getting funded is of increasing importance
for local authorities. SWEEP-Net Secretary can advice the candidate under which preconditions
they are eligible to apply for funding or enter international projects.
Project and financial management
Governmental authorities are often interested in joining international projects for various reasons.
However, they do not like to be bothered with administrative or project management issues. This
can be covered by the SWEEP-NET Secretary
Turning Expectations into Synergies
Governmental Authorities (II)

38. 3838
Access to knowledge, information and market trends
The private sector has issues in getting access to knowledge and relevant market trends. SWEEP-
NET can satisfy this demand by providing information and experience exchange, matchmaking etc.
Capacity building
In the MENA region there is still are strong need for capacity building and international experience
exchange on all levels. Private Sector is interested in SWEEP NET to provide training schemes.
Generation of new business / matchmaking
By entering SWEEP-NET private actors expect getting better access to relevant partner or potential
clients in order to generate new business.
Innovation
SWM often asks for new solutions or the application of new technologies. Entering the SWEEP-
NET community could facilitate the private actors to get in touch with the other partners to
become more innovative or to match complementary competences.
Increased visibility
Joining the SWEEP NET could increase regional, national and international visibility of
private actors, especially those who are not known in the relevant markets.
Turning Expectations into Synergies
Private Sector (I)

39. 3939
Support in internationalization
Often relevant markets in certain MENA-countries are limited and private sector actors are
interested in getting access to foreign markets. SWEEP-NET is expected by private actors to offer
support in this respect.
Improved visibility towards policy and administration
Private actors often expect SWEET-NET to support them in getting access to decision makers from
policy and administration. This also often contain lobbying and advocating in favour for the private
sector.

Turning Expectations into Synergies
Private Sector (II)

40. 40
• Clusters are Individuals
• Cluster Mapping
• Analysing the demand of cluster actors
• Creating synergies
• Developing a demand oriented services spectrum
LESSONS TO BE LEARNED IN THIS MODUL
40

41. 41
From Synergies to Demand Oriented Services for Public Sector
(1)Working Groups
(2)Coaching „Good SWM Policy“
(3)Networking, Matchmaking
(4)AWARDs
(5)Technical / Policy Papers
(6)Access to Information
(7)Advice Materplanning issues „Marakesh Declaration“
(8)Accessing International Projects
(9)Access to Key Actors
(10) Access to External Workshops
(11) SWEEP-Net Workshops

42. 42
Priorisation of Services for Public SectorLowmoderatehigh
Visibility
Degree of difficulty / time needed for implementing
Difficult / long moderate easy / short
11
10
9
8
7
65
4
3
2
1

43. 43
a. SWM-Benchmarking
b.Labelling „Green Location“
c.Fitness Test „International Projects“
d.Support in Getting Access to International Projects
e.Cost / Benefit calculations SWM
f.Tech-Transfer
g.Services to Increase Visibility of Companies
h.Support in Internationalisation
i.Training and education
j.Services related to International Projects
From Synergies to Demand Oriented Services for Private
Sector

44. 44
Lowmoderatehigh
Impactonrecognition/reputation
Degree of difficulty / velocity to implement
Difficult / slow moderate easy / fast
j
i
h
g
a
b
d
f
e
c
Priorisation of Services for Private Sector

45. 45
Priorised Service Spectrum for Public Sector
(1)Working Groups
(2)Coaching „Good SWM Policy“
(3)Networking, Matchmaking
(4)AWARDs
(5)Technical / Policy Papers
(6)Access to Information
(7)Advice Materplanning issues „Marakesh Declaration“
(8)Accessing International Projects
(9)Access to Key Actors
(10) Access to External Workshops
(11) SWEEP-Net Workshops

46. 46
a. SWM-Benchmarking
b.Labelling „Green Location“
c.Fitness Test „International Projects“
d.Support in Getting Access to International Projects
e.Cost / Benefit calculations SWM
f.Tech-Transfer
g.Services to Increase Visibility of Companies
h.Support in Internationalisation
i.Training and education
j.Services related to International Projects
Priorised Service Spectrum for Private Sector

47. 47
Internationalisation
– The Ideal Case –
16
Sources: gerber and Limmatdruck Zeiler

48. 48
Standard Service Spectrums Provided by Cluster
Managers
2. Training and Qualification
• Analysis of branch related educational
requirements
• Activities for qualification of company staff
• Regular special events
- workshops and seminars
- study trips for employees
Typical fields of
activities of a cluster
management
1. Information and Communication
• detailed database
• frequent customer interviews
• Internet/homepage
• Newsletter
• Supplier and service catalogue
• Regular events, company tours
3. Internationalisation
• Access to international events, congresses,
topics, customers and trends
• Support of international co-operation
• Support of companies during internationalisation
• Set-up of network activities between comparable/
complementary international clusters
• Attract foreign visits in the cluster
4. Initiating Co-operations
• Initiation and support of co-operation projects
• Establishment of contacts between potential
project partners
• Co-operations with R&D, educational
institutions and special service provider
• Set-up of special support providers
• Facilitate higher innovativeness
5. Marketing and PR
• Information and marketing materials
• Generation of regional identity
• National and international PR
• Organisation of trade fairs, company visits,
presentations for major customers
• Lobbying

49. 49
Competence Mapping als Grundlage für die Initiierung cross-
sektoraler Kooperationen

50. 50
Cross-Sectorale Geschäftskontakte initiieren

51. 51
Cross-sektorale Kooperationen initiieren

52. 52
Special Interest Group

53. 53
Innovationsvoucher

54. 54
Eine Bewerbung – 60 Empfänger

55. 55
Evaluation / Kundenzufriedenheit

56. 56

57. 57
The Ideal Service Portfolio of Cluster Managers to
Promote Cross-cluster Cooperation

58. 58
From Internationalisation Towards International
Strategic Partnerships
Sustainable
strategic
partnerships
Looking for
external partners
Among cluster
actors