clusters policies

1. La gestione dei Clusters:
politiche e strumenti
Dubrovnik 10-11 luglio 2012
Progetto “ITHREU”
Prof. Luciano Consolati

2. So what are ‘clusters’?
Way we live, play & work ?
Communication,
conversations
& socialisation
Management challenges
in the new economySubject of academic
curiosity? What businesses
do anyway?
Bad mistake?
 Geographic concentration of
interconnected businesses
and institutions in a particular
field (Porter, 1998)
 Related by buyer-supplier
relationships/common
technologies/distribution
channels (industrial clusters)
 Having close geographical proximity
(regional clusters)
 Concentrations of firms engaged in
interdependent production processes
(industrial districts)
 Having a learning environment
(innovative milieu)
(Source: Enright, Capello, Beccatini, Poire &
Sabel,Mitra)

3. What are the critical dimensions of
a regional cluster?
• Geographic scope - territory of suppliers, customers, support services,
institutions? Span – global/national/regional/local?
• Density – nos. & economic weight? Breadth – horizontally related
industries? Depth – vertically related industries
• Activity – no. & nature of value-added chain activities? Stage of
development – embryonic, emerging, developing, mature? Innovative
Milieu – learning & innovative environment
• Competitive strength – leadership? Technologies – generator, adapter,
user? Innovative Capacity – high or low?
• Ownership Structure – local/foreign; integrated/ divisional/networks?

4. Why is the development of regional clusters so
important for policy makers?
• Complexity- New economy of specialisation, flexibility, diversification, closer
connectivity, clusters, internationalisation
• Attraction - Clusters = large employment generators (54% from 18 industrial
clusters in USA; 42% of manufacturing jobs from 200 Ids in Italy)
• Speed of Growth - Fastest growing clusters in service industries
• The importance of small firms – concentrations allow for innovation & growth
• Key Growth Regions – Cambridge & Gotenberg (NTBFs) Munich (largest stock
of all German regions), Helsinki
(increased stock of firms/turnover), etc, etc.

5. How does government policy support regional
cluster development?
Firm-oriented Finance for projects; advice & consulting
***
Attraction Inward investment
Support Service
Infrastructure
Physical & ‘knowledge’ infrastructure; specific
service or technology centres;
***
Information On technology, market, export, business
development
Training & Research Education, training & research progs.
***
Support collaboration Networking & collaboration programmes; (***)
fostering social interaction (X)
Source: ENSR Cluster Survey, Spring 2001;
Types Scope

6. What are the problems and challenges facing
clusters?
• Globalisation of cluster-based activity
• Global sourcing of technologies &
know-how
• Organisation of globalised production
• Growing specialisation in regions
• Improvements in transportation &
communication
• Defining a cluster
• Physical congestion
• Agglomeration diseconomies
• ‘Lock-in’
• Declining infrastructure
• Urban emphasis
• Evolutionary policy development
Challenges Problems

7. What are the most relevant local ‘institutions’ for
firms in European clusters?

8. Cluster initiative setting

9. CI objectives: Research and networking

10. CI objectives: Policy action

11. CI objectives: Commercial cooperation

12. CI objectives: Education and training

13. CI objectives: Innovation and technology

14. CI objectives: Cluster expansion

15. Initiating and financing Cls

16. Influence over the setup and
governance of the CI

17. CI performance: improved cluster
competitiveness

18. CI performance: cluster growth

19. Main CI financing source by year of
initiation

20. Critical success factors in
cluster development
0 10 20 30 40 50 60 70 80
Networking partnership
Innovative Technology
Human capital
Access to finance
Presence of large firms
Enterprise entrepreneurialism
Physical infrastructure
Specialist services
Access to markets
Access to business support services
Competition
Access to information
Communications
Leadership
Virtual aspects/ICT
External economic impacts
SuccessCriteria

21. The Demand of the clusters:internationalisation
strategies of networks

22. Main barriers between networks

23. What key lessons for policy development can we learn
from our overview of cluster development?
• Evolutionary in character; stages of development and critical mass outcome
• Spatial agglomeration of businesses and related organisations; physical
concentration of firms and their relationships;
• Different models for different environments – routes to innovation
• Different forms of connectivity – relational, market, knowledge, physical,
convergence of technologies and ideas – ICT leverage, innovation.
• Learning, path dependency, externalities, paradox of localisation and
internationalisation, innovation

24. The 10 Small Business Act principles…
1. Entrepreneurship
2. 2nd chance
3. “Think Small First”
4. Public administration
5. Public procurement + state aid
6. Access to finance
7. Single Market
8. Skills and Innovation
9. Eco-innovation
10. External markets

25. Clusters challenges
• HUMAN RESOURCES AND TRAINING
• INTERNAZIONALIZATION / GLOBALIZATION
•TECHNOLOGICAL INNOVATION AND
NETWORK TECHNOLOGIES

26. • MARKET GLOBALIZATION, process which imposes a
planned approach to the market on companies and
takes back economies of scale problems, especially
those related to research and engineering, marketing
and financing
•TECHNOLOGY EVOLUTION, showing the coming-up
of new technological paradigms (e-commerce) and
rules (quality certifications, safety and environmental
rules ), which reflex upon production cycle
organization
The new competitive context

27. Internationalisation /globalisation
• Delocalisation of low-costs phases
• Dismantling of traditional network
• New networking and co-business strategies

28. Relationship models
Customer
Customer
S S S
S S S
S
S
S
S
S
S
TRADITIONAL
SUPPLIER
NETWORK
Supplier

29. Customer
Customer
S S S
S S S
S
S
S
S
S
S
Supplier
Customer
SS SS SS
SS SS SS
SS
SS
SS
SS
SS
SS
PS
PSPS
PS
INNOVATIVE
LOCAL SUPPLIER
NETWORK
Primary Supplier
(Comaker)
Secondary Supplier Customer
Relationship models

30. Customer
Customer
S S S
S S S
S
S
S
S
S
S
TRADITIONAL
SUPPLIER
NETWORK
Supplier
Customer
SS SS SS
SS SS SS
SS
SS
SS
SS
SS
SS
PS
PSPS
PS
INNOVATIVE
LOCAL SUPPLIER
NETWORK
Primary Supplier
(Comaker)
Secondary Supplier Customer
INNOVATIVE
GLOBAL SUPPLIER
NETWORK
Relationship models

31. From Local Clusters to
Global Virtual Enterprises
IndependentRegionalNetworks
Use of Virtual
Enterprise concept
for business
development:
Intensive use of
modern
communication
technologies
Global Business
Integration
Virtual Enterprises
GlobalVirtualEnterprises

32. SIMPLE VALUE CHAIN
Disposal and recycling
Marketing and sales
Manufacturing
Design and product development

33. APPAREL VALUE CHAIN
Raw
materials
Natural and
Synthetic fibres
Textile
manufacturer
Apparel
buyers
Consumers
Foreign
retail
Foreign
wholesale
Domestic
wholesale
Domestic
retail
Dye stuff/
bleacher
Machinery
Design
Logistics,
quality advice
Marketing/
branding

34. LINKS IN THE WOOD FURNITURE VALUE CHAIN
Forestry
Furniture
manufacturer
Buyers
Consumers Foreign
retail
Foreign
wholesale
Domestic
wholesale
Domestic
retail
Chemicals
Design Logistics,
quality advice
Paint,
adhesives
Machinery
Seeds Water
Machinery
Recyling
Machinery
Sawmills

35. THE CLUSTER IN THE VALUE CHAIN
Research DistributionMarketing
& Sales
ProductionDevelopment
Bacteriophage
Cluster
Tourism
Cluster
Auto
Cluster

36. LEVERAGE PATHS WITHIN TWO DIMENSIONS
Global logistics
contracting
Starting point
Original equipment
manufactoring
Own design
and manufactoring
Own brand
manufactoring

37. Developing a strategy for cluster development
Declining
Those have reached
their peak and are
failing or declining
Embryonic
those at the early
stages of growth
Mature
those that are stable
or will find further
growth difficult
Established
those perceived as
having room for
further growth

38. LINKING LOCAL PRODUCTS AND GLOBAL BUYERS
Global
Customer
Large-scale
multi-outlet
retailer
Small-scale
Retailer
Buyers
Small-scale
manufactur
er
Local
Customer
Large-scale
or multi-
plant
manufacture
r
Buyer and
export
agent
Small-scale
manufactur
er
National
boundary

39. Clusters usually involve networking;
Specialised networks of firms may evolve into
clusters;
Clusters are the “natural habitat” of networks
The Controversy: NETWORKS vs. CLUSTERS-I.D.

40. Comparing Networks to Clusters
Networks Clusters
Allow firms to specialized services at
lower costs
Attract needed specialized services to
region
Have restricted membership Have open membership
Are based on contractual agreements Are based on social values that foster
trust and encourage reciprocity
Make it easier for firms to engage in
complex production
Generate demand for more firms with
similar and related capabilities
Are based in cooperation Require both cooperation and competition
Have common business goals Have collective visions
Clusters change the dialogue between companies and public administration from a
relationship based on confrontation and unobtainable requests to a relationship based on
cooperation and collaborative actions to enhance competitiveness

41. • An organisational inter-firm network is defined by
the relations between a defined set of distinct organisations
(the network structure);
and their interactions (the network process);
The linkages are based on a different types of exchange (e.g.
• economic goods, money, information or knowledge).
• The network has a boundary to its environment
• and pursues a common goal,
• at the same time, the participants have different, specific
• goals.
• The network consists of relationships characterized by mutual
• investments or interdependencies (no simple transactional linkages
A working definition:

42. Vast variety of network types

43. • Networks are an organisational form between
markets and hierarchies.
• Compared to markets, a network has more structure,
produces more interaction among the network
organisations, provides 'thicker‘ information
channels, demands more loyalty, exhi-bits more trust,
prefers voice to exit, and puts less emphasis on prices.
• If compared to hierarchies, a network is somewhat
underorganised, due to the loose coupling of the
network organisations and due to the open boundaries
of the network itself."
Business networks definition 1

44. From Markets to Hierarchy

45. • Which relations are between which actors in
specific single networks (the structure)?
• How do the actors interact under the
structure within the single networks (the
process)?
Questions arise:

46. Relations in the Networks

47. The reasons of networking

48. • " ...four reasons for the dissolution of networks:
• (a) excessive legal structuring and monitoring of the
relationship,
• (b) conflicts between role and interpersonal
behaviors of organisational parties,
• (c) conditions for violations of trust, and
• (d) escalating commitments to failing transactions.
Development path and dissolution

49. 3. Il (meta) management del cluster

50. Gli assetti organizzativi delle PMI
Come organizzare le PMI?
• “piccolo“ non significa “disorganizzato”
• diffidenza verso modelli e tecniche creati e
sviluppati per le grandi imprese
• il passaggio generazionale è il momento critico:
dal “saper fare” al “saper gestire”

51. Gli stimoli al cambiamento
• Sebbene il sistema distrettuale tradizionale sia chiuso, nei
momenti di crisi possono aprirsi dei “varchi” in cui si
introducono germi di cambiamento.
• Esempi:
- Sviluppo dimensionale delle imprese leader
- Entrata di protagonisti esterni (anche stranieri) per mezzo di M&A
di imprese locali o di investimenti diretti in loco
- Scelte di delocalizzazione, joint ventures, acquisizioni
extra-distrettuali da parte di imprese pioniere del distretto
- La riduzione degli ordini, della produzione, dell’export porta alla
chiusura di talune imprese
- Una nuova tecnologia
- Imprese intraprendono importanti strategie di diversificazione
• Queste operazioni sono sintomo di cambiamenti strategico-
organizzativi che modificano l’assetto dell’intero sistema distrettuale

52. Il fabbisogno di governo
• Il sistema distrettuale si caratterizza per l’assenza di un vertice
strategico, di una struttura gerarchica, di un centro decisionale
sovraordinato.
• Le difficoltà incontrate da molti distretti sembrano dipendere anche
da una mancanza di “visione”, di direzione strategica per lo
sviluppo.
• Emerge la necessità/opportunità di assicurare al sistema un
meccanismo, una struttura, delle soluzioni che possano spingere il
sistema ad adattarsi dinamicamente ai mutamenti del contesto
ambientale di riferimento.
• Si richiede lo svolgimento di attività di valorizzazione delle risorse, di
consolidamento e/o riordino, di indirizzo, di guida, di governo
efficace del distretto.
“Si, ma …quale “tipo” di meccanismo di governo?”

53. Alternative teoriche
per la governance del sistema
• L’approccio di tipo “esogeno”:
- Autorità esterna
- Meccanismi di pianificazione dello sviluppo
- Formalità dei rapporti tra le imprese
• L’approccio di tipo “endogeno”:
- Autorizzazione
- Meccanismi di coordinamento essenziali
- Informalità nei rapporti tra le imprese

54. Il governo strategico del distretto
• Il governo del distretto avviene tramite l’identificazione di un
orientamento strategico di fondo che possa indirizzare i singoli attori
del sistema, che però operano in autonomia.
• Opera sulle condizioni di contesto.
• Promuove politiche a sostegno dell’imprenditorialità e del
patrimonio di risorse e competenze del sistema intero.
• Fornisce informazioni e agevola la comunicazione tra i nodi del
network.
• Conserva e alimenta la storia e la tradizione (le “radici”).
• Aiuta a individuare nuove prospettive e opportunità (le “ali”).
E’, in realtà, un’attività di “meta-management”

55. Il ruolo degli organi di governance
Compiti dell’organo di governo:
• evidenziare le problematiche da affrontare (analisi punti di forza e di
debolezza);
• individuare iniziative ad hoc coerenti con gli obiettivi prefissati;
• utilizzare metodi analitici e scientifici per la progettazione (business plan,
project financing, sistemi di valutazione della performance interna ed esterna,
sistemi di programmazione e controllo);
• incentivare e premiare gli imprenditori e i soggetti coinvolti in progetti
ambiziosi e innovativi;
• progettare meccanismi di accesso alle risorse finanziarie più adatti alle
esigenze del sistema distrettuale;
• selezionare e suggerire le strategie imprenditoriali più adatte al momento
(crescita per le linee interne, diversificazione, espansione nelle stesse attività,
aggregazioni informali o formali….).

56. Meta-management e ciclo di vita del distretto
I distretti evolvono secondo un ciclo di vita, il sistema di governo
del distretto deve variare a seconda della fase del ciclo di vita:
Fase di formazione Fase di espansione Fase di maturità Fase di declino
Attività di
incubazione
del distretto,
assistenza e
promozione
dell’imprendit
orialità
Sostegno alla
crescita,
tramite
conferimento di
risorse ed
erogazione di
servizi alle
imprese
Ruolo
centrale,
compiti di
guida
strategica
per il
rilancio del
distretto
Presidio del
capitale
umano e
intellettuale
del territorio,
sviluppo di
progetti di
riconversione

57. Gli organi di meta-management
Enti che possono assumere la funzione di meta-management:
CENTRI SERVIZI
AGENZIE DI SVILUPPO
BIC (Business Innovation Centres)
COMITATI DI DISTRETTO

58. I CENTRI SERVIZI distrettuali
• Producono servizi per le piccole e medie imprese locali, tutti quei
servizi che non è economico internalizzare, ad esempio: consulenze
tecnologiche; consulenze informatiche, internet e Tlc; certificazioni
della qualità; indagini di mercato e analisi dei trend; marketing e
comunicazione; formazione del personale; internazionalizzazione….
• Presentano tipicamente un assetto proprietario misto, pubblico e
privato: hanno come enti fondatori le Pubbliche Amministrazioni, la
Camera di Commercio, le Associazioni di categoria, le Banche locali e
le singole Imprese.
• Vendono i loro servizi anche alle imprese non socie.
• Hanno una struttura molto flessibile, si avvalgono prevalentemente
di collaboratori piuttosto che di dipendenti.
• Esempi: Lumetel, Centro Ceramico, Centro Servizi Calze

59. LE AGENZIE DI SVILUPPO
• Enti pubblici costituiti e finanziati dai Governi (centrale o locale) per
promuovere lo sviluppo economico del territorio attirando
investimenti all’esterno (compresi capitali stranieri).
• Sono costituiti mediante Decreto legislativo il quale specifica le
caratteristiche fondamentali dell’agenzia: i suoi obiettivi, sia
istituzionali che operativi, l’ambito di iniziativa e i mezzi di
finanziamento.
• Gli ambiti di iniziativa sono più o meno ampi: ovviamente,
all’aumentare del territorio da promuovere, ma anche nel quale
cercare nuovi investitori, aumenterà la complessità gestionale.
L’agenzia è coinvolta in tutte le fasi del progetto, dalle sue fasi
preliminari fino a quelle finali.
• In Europa progetti di successo sono: la Welsh development agency; la
Irish development agency.
• Sono più di centocinquanta le agenzie di sviluppo che aderiscono alla
European association of development agencies.

60. I BIC (Business Innovation Centre)
• Un BIC è un “sistema locale integrato di ricerca, selezione e orientamento di
imprenditori e progetti, inteso a cercare e sviluppare nuove attività innovative
indipendenti attraverso l’offerta di una gamma completa di servizi alle imprese da
parte di una struttura professionale ed economicamente efficiente e attraverso la
mobilitazione delle risorse e delle organizzazioni pubbliche e private che rivestono
responsabilità per lo sviluppo economico della zona interessata”
• I BIC possono interessare non solo i distretti, ma anche i poli interessati dalle grandi
imprese, zone economicamente depresse.
• La loro attività comprende: comunicazione istituzionale; scelta dei possibili futuri
imprenditori; fornitura di servizi a prezzi molto contenuti.
• L’impresa nella fase di start-up rimane nell’incubatore per un periodo stimato dai
tre ai cinque anni, al termine del quale si presume possa operare in modo
autonomo sul mercato.

61. I Comitati di distretto
• Sono stati istituiti, ex legge 317/91, al fine di progettare un piano per
lo sviluppo dell’economia locale, di seguirne direttamente la fase
operativa attraverso gli investimenti previsti in sede di
programmazione (previa autorizzazione della Giunta regionale).
• Possono essere strutture “leggere”, flessibili con un basso grado di
burocrazia (come nel caso della Lombardia); oppure strutture
burocratizzate, più lente e meno reattive (come nel caso della
Toscana).
• Molte Regioni tuttavia non hanno ancora provveduto al
riconoscimento dei propri distretti, impedendo così ai comitati di
entrare in funzione.

62. Gli altri enti che possono entrare in gioco….
Camere di Commercio
Enti pubblici territoriali (Regione, Provincia, Comuni)
Università
Istituzioni finanziarie (Banche e società finanziarie)
Associazioni imprenditoriali (territoriali e di categoria)

63. o
• An example of a project for the start-up of a cluster

64. Dott.LucianoConsolati
Support process for a cluster, direct experience. A
collective process
• Phase 1: Cognitive survey and creating relationships based on trust
(problem: who are the consignors).
• Phase 2: From research to possible action (problem: building-up of
consensus and identifying the right representative of local interests whilst
preserving entrepreneurs as the focal point).
• Phase 3: Shared definition of a strategic vision for the singling out of
priorities and the creation of specific work groups (problem: building -up of
a leadership that will convey the vision and characterise the process’s
institutionalisation).
• Phase 4: One must proceed through the constitution and the identification
of collective subjects appointed for the realisation of projects and specific
actions (problem: starting-up of processes and initiatives that do not come
into conflict with Bodies and existing situations and that will bring results in
a short term).

65. Dott.LucianoConsolati
The Four Main Phases
I. Build-up trust
II. System of relations/
connections
III. VISION / Management strategy
IV. Action and Feedback

66. Dott.LucianoConsolati–
The following is the logical course:
Strategies Effective
measures
Actions
study of the opportunities and problems of the concerned area;
identifying priorities, players and method of intervention;
fixing of strategic, clear, attainable and measurable objectives.

67. Dott.LucianoConsolati–
Areas of Activity
• structural economic analysis of the cluster and analysis of its competitive
positioning, dynamics, performances, etc…;
• institutional dynamics in the cluster: assets,values, key players, roles,
interaction, pacts, etc…;
•devising and implementing politics for the cluster and the dynamics of
enterprises: strategic analysis, internationalisation, innovation,
training;
• planning and management method of intermediate institutions in clusters:
agencies, service centres, possible consortia/cooperative companies; from
business plans to building consensus, to managerial models;
• training of cluster manager or of the development agent: professional profiles,
prevailing activity, “tool box”;
• support in the creation of a network between enterprises and local
institutions.

68. Dott.LucianoConsolati–
Methodological Course
Part in common: construction
of key ideas and strong theories
on the cluster model
Specific part to each cluster:
socio-institutional analysis,
strategy, actions, players
Project’s functional organisation chart :
• Guiding Committee
• Cluster Team

69. Dott.LucianoConsolati
CLUSTER
FORUM
STRATEGIC PLAN
GUIDING COMMITTEE
FEASABILITY PLANS
Functional articulation of the
Methodological Platform
CLUSTER
FORUM
CLUSTER
FORUM
• TECHNOLOGICAL INNOVATION
• PRODUCING CAPACITY
• DESIGN
• INTERNATIONAISATION
• SCENARIOS
• CULTURAL
BACKGROUND
Analysis and mapping of the socio-
economic competitiveness in the
cluster

70. Dott.LucianoConsolati–
PHASE 1:
Construction of reference scenarios
GUIDING COMMITTEE
INTERNATIONAL
COMPETITIVE
BENCHMARKING
GLOBAL
SCENARIOS
INTERNATIONAL
INSTITUTIONAL
BENCHMARKING

71. Dott.LucianoConsolati
Structural analysis of
the cluster/area
Competitive analysis
CLUSTER
FORUM
MKT INSTITUTIONS
Socio/ institutional
analysis
Benchmarking
Traditional articulation
Clusters
Strong and weak points
Competitive positioning • Differences
• Variances
Benchmarking
other clusters
PHASE 2: Analysis and mapping of the socio-
economic competitiveness in the cluster

72. Dott.LucianoConsolati–
MKT ISTITUTIONS
Best practices
Re- positioning of
existing subjects and new
subjects:
• Development agency
• Consortia
• Service centres
Benchmarking
Other Clusters
Technological Innovation
Production capacity
Design
Internationalisation
CLUSTER
FORUM
PHASE 3:
Strategic Plan of a Cluster
STRATEGIC
PLAN
4 MAIN
COMPONENTS

73. Dott.LucianoConsolati
PHASE 4:
Specific feasibility plans for each action
Feasibility Plans
TECHNOLOGICAL
INNOVATION
PRODUCING CAPACITY DESIGN
•SUBJECTS
• ROLES
• RESOURCES
• SUBJECTS
• ROLES
•RESOURCES
• SUBJECTS
• ROLES
• RESOURCES
• SUBJECTS
• ROLES
• RESOURCES
4 Main
Components
INTERNATIONALISATION

74. Dott.LucianoConsolati–
Sensitisation
Systematisation
Dissemination
Continuity
Flexibility
Reorganisation
Innovation
Segmentation
Partnership
Employment
Cohesion
Innovation
Benefits
to the SMEs
Benefits to the
Community
more
more
Activity & Objectives of the Districts
platform

75. Dott.LucianoConsolati–
• Planning and start-up of a cluster agency
• Problems and possible courses/routes

76. Le fasi per l’avvio di un’agenzia centro distrettuale
Municipality Bank University
Sensitisation
Economic
Enquiry
Menaces
Opportunities
VisionPriority
Agency Project
Sectorial
Focus Group
Sectorial and Social
Focus Group
Dott.LucianoConsolati
Phases necessary to the start-up of a Cluster
Agency

77. Sensibilizzazione e indagine economica
Sensitisation
• Check with opinion leaders on level of problem sharing.
• Check on level of availability (need to thoroughly study problems).
• Financial resources: Who will pay?
Economic Enquiry
• Cluster mapping (enterprises, employees, SIC code )
• Locating and specialising ratio
• Export quota
• Relations between enterprises a
• Technology
• Innovation
• Internationalisation
• Atmosphere menaces opportunities
Dott.LucianoConsolati–
Sensitisation and economic enquiry

78. Matrice minacce opportunità
• Sharing of results
• Vision elaboration
• Building-up of a consensus
• Definition of priorities (Mkt, techniques, etc.)
Agency Project
Focus Group
Focus Group
Dott.LucianoConsolati–o
Atmosphere Threats /Opportunities

79. I passaggi critici del progetto
• Mission: which services actions
• Legal nature: profit non profit
• What resources: financial funds
• Management body: Board of Directors assembly
• Strategic figures : presidency management
Dott.LucianoConsolati–
Critical passages of the Project

80. Missione
• Which servicesnational projects
• Shared creation of possible
actions/projects (integration is
fundamental as opposed to overlapping)
• What alliances, what local, national and
international partnerships
Dott.LucianoConsolati–
Mission

81. Local-global interfaces
Global network
of specialised
data
Extra- cluster
clients
Cluster
clients
CLUSTER
localglobal
interfaces
Dott.LucianoConsolati–

82. Natura giuridica
• Type of enterprise: profit non profit;
consortium shareholding company;
public private
• What managerial advantages operative
and of logistical success
• What subjects should be partners
Dott.LucianoConsolati
Legal Nature

83. Risorse finanziarie
• Through which resources are activities
created : market public financing
• Which resources for which services and or
projects
• Conceptual traps of total financial
independence
Dott.LucianoConsolati–
Financial Resources

84. Organi di gestione
• Assembly: what partners and what quota
(majority-minority).
• Board of Directors: how many and what
members in representation of whom (supra
local Associations, local companies, Public
Bodies). Special attention must be given to
un-governability problems and therefore to
opposing vetoes.
Dott.LucianoConsolati
Management Bodies

85. Le figure strategiche: Presidenza e Direzione
• President: representative figure, leadership,
private company, system of institutional
relations.
• Director: technical competencies and economic
liveliness, ability to relate and to respond (civil
passion), not a public official. A figure between
social and economic entrepreneur.
Dott.LucianoConsolati
Strategic Figures:
Presidency and Mangement

86. 16,0%
8,0%
10,0%
8,0%
58,0%
Lumetel’s Asset
Private
Companies
Province
Mountain Community
Valsabbia
Chamber of Commerce
of Brescia
Mountain Community
Valtrompia
A1

87. Organization chart (1)
President
Board of Directors
Industry
Representative
s
Artisan
Representatives
Foundation
members
Representatives
Institutional
Representatives
Managing Director
Business Services Local Industrial Policies
Honorary
President
A2

88. Business
Services
Marketing supervisor
• Search for new customers
or commercial partners
• Customers solvency & control
• Analysis of competition
Q.S.E. supervisor
• Quality area and certification
• Security area
• Environmental Area
Management supervisor
• Definition of management
and financial strategies
Finance supervisor
• Regional finance
• National finance
• E.U. finance
Training supervisor
• Managerial training
• Specific training
• In-Company trainig courses
• Human resource
management
Other services
• Chamb. of Comm.
certificates
• Videoconference
IT supervisor
• Internet & e-commerce
• TLC services
• Patents and fabrication marks
Managing
Director
A3
Organization chart (2)

89. Local
Development
Managing
Director
Innovation Policies
• Incubator
• Technology transfer
School Policies
• Interface between school
and companies
• Collaboration with
secondary schools
Marketing Policies
• Promotion of the
District’s image
• Search for new
international markets
Local policies
• Tutorship
• Local development projects
• Researches & studies
about Districts
E.U. programs
• R.I.T.T.S.
• A.D.A.P.T.S.
• E.N.V.I.R.DIS.
A4
Organization chart (3)

90. A5
Lumetel Network

91. Bancadati Curriculum
Servizi di segretariato
Interpretariato
Informazioni
Commerciali
Certificati
Opportunità Commerciali
Informazioni di Mercato
Finanza Agevolata
Training
Basso Alto
AltoBasso
Commercializzazioneomne
Contenuto Innovativo
Internet
Design for Districts
Marketing
Territoriale
Programmi
Comunitari
Incubatore
Trasferimento
Tecnologico
Politiche sviluppo
Enti Locali
Sicurezza
Qualità
Ambiente
Net Economy
Selezione
Risorse Umane
Lumetel SERVICES / PROJECTS
come “learning organization”
Consulenza
Know-how

92. • ENVIRDIS: transnational network
between existent SMEs and
technological poles
• RITTS: project for the
technological transfer
• INTERPRISE: partnership among
enterprises
• LEED: project fr local
development (with OCSE)
• EBN
• TARNOW: cluster development in
Tarnow (PL)
• EU: community projects
• Italian Industrial Districts Club
•INTERNATIONAL CONSULTING: for
North-African and Middle-East areas
• MOSCOW: incubators clusters
development
Projects & Cooperations
A8

93. The Financing of SME:The
model of Confidi for the
Districts.
Dott. Luciano Consolati coordinatore Fedartfidi

94. Articulation of
industrial districts
Raw materials
Machinery
Semi-finished
SUPPLIERS
Trust
Job market
SOCIAL CAPITAL
Attitude
Value
Accessibility
Transports
Water purifying
Building land
INFRASTRUCTURE
CAPITAL
Banks
Designers
Transports
Agents
PRIVATE SERVICE
TYPICALACTIVITIES
Sub contractors
CUSTOMERS
Markets
Schools
Trade associations
SOCIAL SERVICES
Services centres
Consortiums
Research
Marketing
ProductionSub contractors
Sub contractors

95. Critical success factor in
cluster development
0 10 20 30 40 50 60 70 80
Networking partnership
Innovative Technology
Human capital
Access to credit
Presence of large firms
Enterprise entrepreneurialism
Physical infrastructure
Specialist services
Access to markets
Access to business support services
Competition
Access to information
Communications
Leadership
Virtual aspects/ICT
External economic impacts
SuccessCriteria

96. FINANCIAL Structure of SME
-Leverage quite high;
- Rate between banking debts to financial debts
too high (sometimes it is greater than 80%);
- High dependency from the banking debt in
the short term (often on account current) in
comparison to the total bank debts;
- High incidence of the financial burdens;
- High implicit cost of the debt

97. The Italian model of Confidi
• The mutual guarantee system in Italy is
very active:
• 500 Confidi-mutual guarantee societies-
operating in different sectors (industry,
handicraft, commerce, agriculture)
• 941.000 small and medium enterprises
• 18.200 million € credit guaranteed by
Confidi with an average insolvency of
slightly more than 1,5%

98. Definition of Confidi:
• Private institutions
• Consortia or co-operative companies (as defined
legally) without purpose of profit
• Created by small entrepreneurs and sponsored by
association of them
• Carries out an activity of mutual guarantee of credit

99. Mutual guarantee activity
• Financing activity, in the form of a guarantee service, developed by a
Confidi, to facilitate the granting of credit to member enterprises;
• Obtaining additional credits further to the amounts of credit
automatically received by each enterprise
• Obtaining lower interest rates as well as more transparent additional
terms
• Making by banks focus the credit analysis on corporate profitability,
rather than on the mere assessment of estate
• To practice this activity it is necessary to have:
– A guarantee fund
– An agreement with one or more banks

100. BANK
Financing
CONFIDI
Guarantee
ENTERPRISE
Financing application
Framework

101. Legal Form Cooperative or Consortium
• The co-operative is a form of association that is
almost exclusively chosen by handicraft enterprises
and is very common among traders. Conversely, the
majority of "Confidi" among industrial enterprises is
organised in consortia
• Currently, the choice between one form or another of
association is up to the enterprises
• The regulation of co-operatives is more complex, they
are governed by equal terms: each affiliate is entitled
to one vote independently of its share value.

102. Structure of the confidi
• Consortia and collective guarantee co-operatives
are established directly by SMEs, which pay a
share of the co-operative fund or share capital and
participate in the establishment of guarantees
• The decision-making and administrative bodies of
the consortia and co-operatives follow the lines of
associative forms: shareholders’ meetings and
board of governors or directors. Within these
bodies, affiliate enterprises play a fundamental
role, since they directly or indirectly – through
their representatives – have the decision-making
and administrative powers over the organisation

103. The risk fund: The power of Confidi
• The mutual guarantee that "Confidi" furnish to
the banks with which they co-operate is governed
by special agreements and is not based upon
share capital (in the case of co-operatives) or co-
operative funds (in the case of consortia), but
rather on a monetary guarantee, called “risk
fund”
• The "risk fund" consists of money deposits in
one or more banks that have signed an
agreement

104. Public support to Confidi
• The most common form of intervention consists in
assigning contributions aimed at increasing monetary
guarantees ("risk fund")
• The interventions taken at a local level, within the
framework of autonomous decision-making powers of
the Regions as well as of Chambers of Commerce and
other public entities, seem to be more consistent and
more efficient than the national public support
• In addition some regional authorities have provided
for the "Confidi" involvement in the development of
support programmes aimed at enterprises and co-
financed by EC structural funds

105. The Regional Confidi
In each region, Confidi are connected to their regional
confidi that can offer:
Counter-Guarantee
Co-guarantee
(EIF initiative “Facility, growth and jobs”, which was taken advantage of by our
regional Confidi in Lombardy, Emilia Romagna, Tuscany and Umbria. This facility is
being extended in 2004 to consortia in Piedmont, Marches and Calabria)
Direct guarantee

106. The strenghts of Confidi
The confidi have:
• information about enterprises
• funding of mutual guarantees
• they make preliminary investigations (less work for
the banks = less costs)
In exchange the bank:
• reduces costs of interest rate for the enterprises
• gives an easyer access to credit
• keeps the same conditions for the duration of the
financing
It is important the bank takes on some of the risk

107. EASIERCREDIT ACCESS LOWER INTEREST RATE
LOWRISK
FINANCING
Benefits