This document discusses various topics related to clusters and innovation, including: - External collaboration is important for innovation and CEOs are focused on enabling it. Successful firms tend to innovate externally. - Governmental authorities can promote clusters and innovation by supporting collaboration and external partnerships between firms, universities, and research institutions within a cluster. - Different cluster initiatives and programs in Germany and other countries are analyzed and compared in terms of their goals, approaches, and impacts on firm performance.

1. Governmental Authorities as Promotors for
Clusters and Innovation
Dr. Gerd Meier zu Köcker
Engelskirchen, 26 October 2015
www.bmwi.de

2. Collaboration with Others Matters
Compared to other potential areas of
change, CEOs are most focused on
enabling external collaboration
(vgl.: IBM Institute for Business Value 2012: Führen durch Vernetzung, S. 44)

3. Successful Firms Tend to Innovate with
External
69%
55%
0% 20% 40% 60% 80%
2012
2008
69 % of CEOs innovate preferably with
external partners
(vgl.: IBM Institute for Business Value 2012: Führen durch Vernetzung, S. 44)

4. Outperformers Wield a Data Edge
Across the three dimensions of access, insights and action,
outperformers far surpass underperforming peers

5. Impact on Sustainable Cluster Policy
The FEMAC case

6. • 50% of the wind turbines around the
world being developed and produced
by Danish manufacturers along with
many component suppliers based in
the country.
• Around 11,000 of the 25,000
employees in the Danish wind industry
work less than one hour’s drive from
Aarhus
• Wind power accounts for more than 20
percent of the total power
consumption in Denmark
• Intended to be increased to up to 50
percent by 2020.
North Jutland Denmark –
Global Production and Knowledge Center of Wind Energy

7. China – Wenzhou Footwear Cluster
One of the seed beds of the Chinese
private shoe manufacturing industry -
globally competitive
Over 4,000 footwear firms,
Employ over 400,000 workers
Home of 70% of the top 30 domestic footwear
firms
Production:
• 1 billion pairs of shoes
• 25% of the gross domestic footwear output
• 12,5% of the global footwear production
Clustering plays a significant role in
helping rural industries overcome the
growth constraints of capital and
technology in the incipient stage of
industrialization

8. Government Regulators Development Institutions
(Governmental)
Universities, Technical
Schools and Institutes
Financial Services Trade Unions
Feed Production Suppliers
Equipment, Inputs and
Floating
Equipment and Instruments
Suppliers
FRESH WATER
Fish Eggs, pisciculture
Prefarming:
hatchery and smolts
SEAWATER
Sea cages;
Farming
PROCESSING PLANTS
DISTRIBUTION
Traders, Direct Channels,
Brokers
MARKETS
Waste handling
and by products (oil and fish
meal)
Transport
of smolts (trucks,
ships)
Harvest Transport
(Ships, trucks)
Pharmacy,
Biotech
Inputs and
Services
Transports and Maintenance
Suppliers
Packaging Suppliers
Transport and Logistics
N: Estimated No of companies or
institutions
Aquaculture Cluster

9. Co-location ...little relevance in terms of competitive performance;
firms do not emphasise the local area, or firms within it as important
vis-à-vis their own competitiveness
Agglomeration ...co-location enhances firms’ competitive
performance, but does so for reasons that are- in essence- ‘passive’.
The place / area is regarded as important by firms, but for reasons
other than active interaction with other local firms
Clustering …co-location enhances firms’ performance because it
facilitates collaborative working relationships with a range of local
suppliers, customers, competitors, universities, research institutions,
etc.
Source: thanks to dr. Philip Cooke
Networks and Collaborative Working Relationships
competitiveness

10. Cluster – Cluster Initiative –
Cluster Management
27.08.2016 10

11. Firms in Cluster Initiatives 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

12. 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

13. 13
Innovations Generated within
Networks*
 Aim
Enabling handicapped people to driver their own cars
 Technical solution
X-by-wire System* for handicapped users, which is in full compliance with
safety requirements (Straßenverkehrsordnung)
 Winner of the High-Tech Award CyberOne of bw:con
 * von PARAVAN®

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

15. Cluster Organisations Matter

16. Cluster and Innovation Policy Approaches
16

17. • Decisions taken by many independent
actors
• Action priorities highly context-
dependent
• High level of interdependence across
policy areas
 Regions
 Clusters and/or Value Chains
• Largely driven by central government
decisions
• “Good practice” standards apply
universally
• Moderate level of interdependence
across policy areas
Innovation Support – National and Local Level
Social Infrastructure and
Political Institutions
Macroeconomic Policies
Macroeconomic
Competitiveness
Microeconomic
Competitiveness
Clusters
Business
Environment
Company
Sophistication
Copyright 2012 © Christian Ketels, additions VDI/VDE-IT, 27.08.2016,

18. Cluster in Europe
27.08.2016 Titel der Präsentation oder Name des Vortragenden 18
Biopharmazeuticals Logistics

19. History of Cluster and Innovation Support
Schemes
27.08.2016 Titel der Präsentation oder Name des Vortragenden 19
2014
Clusterplatform
Germany
European
Cluster
Observatory
US Cluster
Mapping
European
Cluster
Observatory II

20. InnoRegio BioRegio
No technological scope Scope: Biotechnology
Focus given on New Länder No regional focus
Objective: Increasing competitiveness of lacking-
behind regions
Objective: Strengthening strong BioTech-regions….
Towards World Class BioTech Regions
Beneficiaries: Bunch of projects with dedicated
scope and regional focus
Participants: Cities / regions
Number of beneficiaries: 23 regions with 444
projects
Number of beneficiaries: 4 regions
Programm budget: in totel 250 Mio EUR (1999 –
2004); Individual projects up to 300.000 EUR funding
25 Mio EUR per region . Add-on: preferred access to
Federal R&D funding programme „Biotechnologie
2000“ (750 Mio EUR, 1997 bis 2001).
Excellence not a core objective, since intension was
to improve lacking-behind regions
Excellence was core objective
Long-term goal: Alignment of competitiveness of
Western and Eastern German regions
Long-term goal: Technological leadership
Source: Dohse 2005.
Similarities and Difference of Regional Support
Programmes in Germany

21. Geographical Coverage of Regional
Networks as a Result of Long-term Support
InnoRegio (1999) Unternehmen Region (2006)
?
Quelle:
Website Unternehmen Region
www.unternehmen-region.de
04.03.2013

22. Increase important of cluster platforms
In the recent past more and more cluster
platforms have been developed
 European Cluster Observatory
 US Cluster Mapping
 Clusterplattform Deutschland
27.08.2016 Titel der Präsentation oder Name des Vortragenden 22

23. Cluster Platforms as an Integrated Part of a
Systematic Cluster Policy Approach
23

24. Go-Cluster: The German Cluster Management
Excellence Initiative
24
Target groups
• Innovation clusters which want to fulfil the criteria of
quality according to European Cluster Excellence
InitiativeI
• Cluster-policy makers at federal and the federal
state level
• Representatives of other national cluster
programmes
• Multipliers from business, science, policy and
administration

25. Overview of Key Programme Features
25
Module 1
Policy Advice
Analysis
cluster-political
trends
Cooperation
cluster
programmes
Interlinking
measures
BMWi
Public
Relations
Module 2
Cluster platform
Implementation
Cluster
platform
Development
Evaluation
instruments
Admission
Implementation
dialogue
between Federal
Governement
and states
Module 3
Cluster Excellence
Benchmarking
according to
ECEI
Development
of tailor-made
Services
Implementation
exchange of
experiences
Identification of
innovation
clusters
Module 4
Funding
Funding of new
cluster services

26. www.clusterplattform.de
26

27. Module 2: Cluster platform
 Implementation of „Nationaler Clusterplattform“ as multilingual
information portal on cluster policy
Discharge as a result of the innovation dialogue of the Federal Government
 Organisation of dialogues between Federal Government and states as
discussion forum of cluster political representatives of Federal
Government and states
Performance of biannual meetings owing to the decision of the Conference of
Ministers of Economics
27

28. Intention of the Common Platform
 Each cluster programme on Federal and Federal
State Level had its on website
 No harmonisation, no linkages
 Difficult for third parties to find out how to access
Common objective:
 Presentation of German clusters and support programmes as flagship for
innovation support measures
 Well aligned and harmonised information
 Common undertaking of policy makers on all levels
28

29. Main Steps
 Common task force with cluster policy makers from all levels
 Identification what already exists, what is missing
 Development of a harmonised entry point
 Agreement in a common logo
 Linking Entry point with individual
programmes on national and federal
level
29

30. Key Features
 One entry point
 Dynamic information platform, hosted by VDI/VDE-IT
 Acees to programmes on Federal and Federal State
level
Common newsletter BMWi /BMBF
 Internal area for policy makers to exchange
information
30

31. Information offered
Cluster programmes and clusters on Federal and
Federal State level
 Selected European programmes
 Data base to search for cluster initiatives
Newsletter
 News, events, publication
31

32. The Structure
32

33. Survey of Cluster Policies of European Member
States
33

34. Contact
Do you have questions? Please do not hesitate to contact us!
34
VDI/VDE Innovation + Technik
GmbH
Steinplatz 1
10623 Berlin
E-Mail: mzk@vdivde-it.de
Phone: +49 30 310078-118
Fax: +49 30 310078-222
URL: www.go-cluster.de

35. EUR / p. a.
Very active
Quite active
Quite inactive
Higher Intensity of Involvement of Cluster Firms
to Higher Monetary Impact
none

36. Towards a More Tailor-made Cluster Policy
Importance of different support schemes

37. Why to Join a Network ?
• Clear objectives
• Specific expectations
• Excellent Network
Management
• Specific Strategy
• Trust
• Tailor-made services /
added values
• Doesn‘t matter if
benefits and
probability are high

38. Cluster Management Services Adapted to Level
of Maturity

39. Systematic Approach: Triple Helix as
Success Factor for Cluster Development
New regional cooperation models to develop new products, technologies
and services
Increased competitiveness of a region
Supporting
framework conditions
Facilitate to innovateInnovate Enable to innovate
Innovation actors
of a cluster
Cluster initiatives
Implementation
• Support schemes
• Innovation support programmes
Funds
• Workforce Training Funds
• Cross-sectoral STI support
schemes
Operational Level
• Awareness raising
• Initiating cooperation
• Knowledge creation
• Knowledge transfer
• Trust building
• Access to new value chains
• Collaborative product
development

40. © iit 27.08.2016
Key Objectives of Clusters
from Different Industries

41. Toward Taylor-Made Cluster and
Innovation Policey
27.08.2016 Titel der Präsentation oder Name des Vortragenden 41

42. Regions Are Individuals
Source: Kujath et al.
Regions have different potentials:
High-tech areas
Science- and service-based regions
Knowledge-based service regions
High-tech and knowledge regions
Metropolitan agglomerations
…and different strategies would vary
in effectiveness
© VDI/VDE-IT 27.08.2016, slide 42