Strategy development is the key for successful cluster managements and cluster approaches

1. Module: Preparation of Cluster Strategy and Action Plan
Gerd Meier zu Köcker
Institute for Innovation and Technology (iit)
April 2014

2. • Key action for strategy development
• Involving actors and stakeholders
• Bundling and priorisation of actions
• Action planning
• Developing new services
Lessons to Be Learned in this Modul
2

3. Steps in Cluster / Network Based Development
 Step 1: Forming a Joint Private-Public Leadership Team
 Step 2: Analysis
 Step 3: Forming Networks Groups
 Step 4: Developing Action Initiatives
 Step 5: Organizing for Continuity
 Step 6: Communication & Outreach

4. Analysis Keeps Pace with Project Implementation
Facts, global view, local specialization,

5. Hierarchy of Actions
Strategic objectives
Operation objectives
Framework conditions
Actions / services
Action plan (action,
budget, staffing,
responsibilities)

6. Log Frame as Implementation Tool

7. • Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions

8. CE PoliMaT Cluster Development
2010
2011 – 2012
Establishment of the CE 2010
Action plan
Organization Vision
Actions
Aims
Ideas
Objectives
Governance
R&D Projects
Objectives
SWOT
Vision
Measures
Field of Actions
WS WS WS WS WS
-2011 2011 2012+
Strategy
plan

9. 9
Strategy Process foodRegio
Actions
Ideas
Ressources
Trends
Structure
Targets
2006-2010 2010 2010+
Strategy
WS WSWS WS WSWS
Vision
Objectives
Action fields
Actions
SWOT

10. • Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions

11. SWOT-Analysis

12. Group Working: Actor‘s Expectations vs. Satisfaction (I)

13. Group Working: Actor‘s Expectations vs. Satisfaction (II)
Step 1: Identify the 7 most important expectations
(by your cluster actors point of view)
Step 2: Rate each of them according to that fact how well each
expectation might have been satisfied by the during the last 24
months by cluster actors position)

14. Expectation vs. Satisfaction Portfolio

15. Expectation vs. Satisfaction Portfoliolowmoderatehigh
Satisfaction
Importance of expectation
low medium high
7
6
5
4
3
2
1

16. Expectation vs. Satisfaction - Methodology

17. Expectation vs. Satisfaction
Importance
Satisfaction

18. Expectation vs. Satisfaction
Importance
Satisfaction

19. 19
Expectation vs. Satisfaction Portfolio

20. • Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions

21. 21
 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
What Are the Expectations of Governmental Authorities?

22. 22
 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
What are the Expectations of the Private Sector

23. Category
Less
important
Quite
important
Very
important
Marketing / Branding
 Representation of company
 Support in public affairs activities / communication strategy
 Representing company on trade fair
 Regional branding
 Organisation of events and fairs to promote cluster actors
 Regional or cross-regional networking of cluster actorsl
Lobbying
 Policy lobbying
 Lobbying for associations
Networking among cluster actors
 Information and experience exchange
 Initiating working groups / tasks forces
 Business creation among cluster actors
Entrepreneurial support
 Support of start.ups
 Coaching of business plans
 Fund raising / Venture Capital raising
Group Working: Where to Focus Future Actions (I)

24. Category
Less
important
Quite
important
Very
important
Innovation and Cooperation
 Brainstorming / creation of ideas
 Identifcation and matching of right cluster actors
 Support in proposal writing
 Acquisition of third party funding
 Project management
 Creating of new business for initiating innovation among cluster actors
Internationalisation
 Support in the definition of an internationalisation strategy for cluster
actors or for the entire cluster
 Technology scouting / Trend scouting (Markets, technologies,
competitors)
 Initiiating international R&D consortia
 Organisation of delegation missions
 Participation in international trade fairs
 Targeting / beauty contests for getting access to international key actors
Group Working: Whare to Focus Future Actions (II)

25. Category
Less
important
Quite
important
Very
important
Human development / training / education
 Recruting
 Development of platform of job vacancies
 Development of vocational training schemes
 Development of practical training schemes
 Participation in recruiting events
Additional Services
 Foundation of buying associations
Group Working: Whare to Focus Future Actions (III)

26. • Decision making and communication
• Selection of stakeholders and cluster actors to be involved
• SWOT-Analysis / analysis of current status
• Creativity workshops with cluster actors and stakeholders
• Focus given on what to be done in the future
• Additional interviews
• Deduction of strategic objectives and operational targets
• Identification of main action fields
• From actions fields to actions and services
• Priorisation of actions and services
• Presentation and discussion of approach with cluster actors and stakeholders
10 Key Actions

27. Definition of Action Fields
Input
• SWOT-Analysis / analysis of current status
• Ranking of expectation
• Satisfaction analysis
• Demand of new services
• Additional information, based on interviews
• Technological focus
• etc

28. Action Fields (I)

29. 29
Action Fields (II)
foodRegio Kultur
Gemeinsame Werte erm öglichen gemeinsame Ziele
foodRegio
Strukturen
foodRegio
Information
foodRegio
Innovation
foodRegio
Öffentlichkeit
foodRegio
Qualifizierung
foodRegio Culture
foodRegio
Structure
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
Qualification

30. 30
Action Fields (II)
foodRegio Kultur
Gemeinsame Werte erm öglichen gemeinsame Ziele
foodRegio
Information
foodRegio
Innovation
foodRegio
Öffentlichkeit
foodRegio
Qualifizierung
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
Action fields
• Bundle common
thematic needs and
expectations
• Group related cluster
management services

31. 31
Action Fields (II)
foodRegio Kultur
meinsame Werte erm öglichen gemeinsame Ziele
foodRegio
Information
foodRegio
Innovation
foodRegio
Öffentlichkeit
foodRegio
Qualifizierung
foodRegio
Information
foodRegio
Innovation
foodRegio
Public
foodRegio
FOODREGIO INFORMATION
• TechTrendDays and focus sessions
• Information events (broader scope)
• Internal information platform (who is who,
competence mapping
• Working groups
• Involving universities (technological focus)
• Broadening university courses
• foodRegio Website

32. Demand, Success Factors, Action Fields
F „foodRegio Public“Public awareness
E „foodRegio Qualification“Qualified staff
D „foodRegio Innovation“Create Innovation
C „foodRegio Information“Exchange knowledge and information
B „foodRegio Structur“Structure of cluster actor
A „foodRegio Culture“Culture of cooperation
Action Fieldszu denDemand / success factors

33. Group Working
Definition of cluster specific actions fields
Grouping the most important services to actions fields

34. Group Working
Priorisation of services and actions
Select seven most relevant services previously identified

35. Priorisation of Services / Actions (I)lowmoderatehigh
Impactonclustermembers
Effort to implement (time, costs, complexity)
high medium low
7
6
5
4
3
2
1

36. Priorisation of Services / Actions (II)lowmoderatehigh
Numberofclustermembersbenefiting
Effort to implement (time, costs, complexity)
high medium low
7
6
5
4
3
2
1

37. Action Period Responsibility Resources
Action Planning

38. Action Planning
Description of action
Implementation period
Responsibilities
Resources

39. U = Companies
Ö = Public sector
W = Dev. agencies
M = Multiplicators
Services and who will Benefit

40. Calculation of Resources for Staff in Cluster Organisation
0
0,5
1
1,5
2
2,5
3
3,5
4
Jahr 2011 Jahr 2012
Capacity(Personmonthp.a.)

41. Calculation of „Fair“ Public Funding Share
Unternehmen
45%
Politik / Verwaltung
35%
Wirtschaftsförderer
10%
Verbände, Kammern,
Gewerkschaften
10%
= 55 % public funding
share needed
Firms
Policy / administration
Developing agencies
Multiplicators