Handbook for Cluster Optimisation

2CE132P1 - CNCB

Handbook for ClusterOptimisation

Output 4.3.3Edited by Marcin Jab ski, Lilla Knop and S awomir Olko

January 2013

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Index

EXECUTIVE SUMMARY ..................................................................................................................................... 3

1 INTRODUCTION ....................................................................................................................................... 4

2 METHODOLOGY ...................................................................................................................................... 5

3 ONLINE SURVEY & INTERVIEWS .............................................................................................................. 8

3.1 ONLINE SURVEY ....................................................................................................................................... 83.2 IN-DEPTH INTERVIEWS WITH THE CLUSTERS ................................................................................................... 18

4 EVALUATION OF SURVEY & INTERVIEWS .............................................................................................. 21

5 CROSS-EVALUATION.............................................................................................................................. 22

5.1 METHODOLOGICAL FUNDAMENTS .............................................................................................................. 225.2 CROSSTABS AND CORRESPONDENCE MAPS .................................................................................................... 22

6 THEORETICAL BACKGROUND & BEST PRACTICE EXAMPLES OF CLUSTERS OPTIMISATION .................... 36

6.1 ORGANIZATION & STRUCTURE .................................................................................................................. 366.2 PRODUCTS & SERVICES ........................................................................................................................... 396.3 STRATEGY & PLANNING ........................................................................................................................... 466.4 HUMAN RESOURCES ISSUES / SKILLS & QUALIFICATION ................................................................................... 496.5 FINANCE & FUNDING .............................................................................................................................. 52

7 DESCRIPTION OF PILOT CLUSTERS & OPTIMISATION PLANS .................................................................. 56

7.1 OPTIMISATION PLAN FOR PILOT CLUSTER “TOURISM CLUSTER SMOLENICE – SLOVAKIA” ......................................... 647.1.1 Introduction ............................................................................................................................. 647.1.2 Organization & Structure .......................................................................................................... 667.1.3 Best Practice: Structure & Organisation .................................................................................... 677.1.4 Products & Services .................................................................................................................. 687.1.5 Strategy & Planning ................................................................................................................. 717.1.6 Human Resources Issues / Skills & Qualification ........................................................................ 727.1.7 Finance & Funding.................................................................................................................... 727.1.8 Conclusions .............................................................................................................................. 737.1.9 Schedule for optimisation plan ................................................................................................. 74

7.2 OPTIMISATION PLAN FOR EURO-CENTRUM CLUSTER OF ENERGY SAVING TECHNOLOGIES – POLAND .......................... 757.2.1 Introduction ............................................................................................................................. 757.2.2 Organization & Structure .......................................................................................................... 757.2.3 Products & Services .................................................................................................................. 797.2.4 Strategy & Planning ................................................................................................................. 817.2.5 Human Resources Issues / Skills & Qualification ........................................................................ 817.2.6 Finance & Funding.................................................................................................................... 827.2.7 Conclusions .............................................................................................................................. 83

7.3 OPTIMISATION PLAN FOR CLUSTER BIOTECHNOLOGY INNOVATION BASE – HUNGARY ............................................. 837.3.1 Introduction ............................................................................................................................. 837.3.2 Organization & Structure .......................................................................................................... 847.3.3 Products & Services .................................................................................................................. 857.3.4 Conclusions .............................................................................................................................. 86

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8 DESCRIPTION OF IMPLEMENTATION ..................................................................................................... 89

8.1 EURO-CENTRUM CLUSTER OF ENERGY SAVING TECHNOLOGIES.......................................................................... 898.2 BIOTECHNOLOGY INNOVATION BASE CLUSTER ............................................................................................... 978.3 TOURISM CLUSTER SMOLENICE TCS ......................................................................................................... 106

CONCLUSIONS .............................................................................................................................................. 111

REFERENCES ................................................................................................................................................. 112

APPENDIX 1 STRUCTURE OF THE IN-DEPTH INTERVIEW ............................................................................... 113

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Executive summaryThis handbook is one of the core outputs from the CNCB project (Cluster and NetworkCooperation for Business Success in Central Europe). One of the most important fields in theproject was cluster optimisation – Work Package 4 - dealing with the cluster optimizationand based on a detailed analysis of cluster organizations’ needs. Its strategic focus was tofoster internal improvements in clusters for enhanced external performance. The partnerresponsible for this action is Aviation Valley Association – aviation cluster located in South-western Poland.

Main goal of this handbook is to summarise the most important findings and data that theproject consortium was able to gather during the project in the field of cluster managementqualification. Chapter 2 presents the methodology of cluster optimisation based on theinformation gathered in the process of direct research. Chapters 3 and 4 refers to theoutcomes of the research: on-line surveys and direct interviews. Chapter 5 presents thecross-evaluation of the qualitative research and correspondence between outcomes ofdifferent parts of the survey. In chapter 6 the theoretical background of the clusteroptimisation has been presented, this chapter is mainly based on the evidences form theclusters participated in the project. In this chapter some best practices refers to the:organization and structure, product and services, strategy and planning, human resourcesissues - skills and qualification, finance and funding. Chapter 7 presents the optimisationplans of three clusters involved in the CNCB project and finally chapter 8 contains finalconclusions summarizing the effects of the optimisation in the clusters.

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1 INTRODUCTIONThe current elaborated handbook represents one of the core outputs of the CNCB Clusterand Network Co-operation for Business Success in Central Europe project following thespecific objectives to develop transnational instruments to support cluster development interms of cluster management, cluster optimisation and cluster internationalisation.

Generally the CNCB project focuses on continuous development of cluster initiatives inCentral Europe, concretely in the partner regions of Austria, Czech Republic, Hungary, Italy,Poland, Slovakia and Slovenia represented by 10 partners.

The partners involved in the CNCB project have recognised the strategic goal of clusters inthe economic development of their regions but on the other side they have also noted thatthere are still unused potentials of innovation in clusters that can contribute to enhancedgrowth and competitiveness in the regions. The fields with these potentials are thestandardisation of cluster management, optimisation of clusters with developmentprospects as well as internationalisation of clusters that have a stable good performance.

The handbook for cluster optimisation will contribute to the specific objectives by focusingon existing clusters that have development potentials or suffer from weakening factors.Three clusters will be selected on the basis of a cluster analysis. With the help of an expertgroup, the cluster will receive support from the partners in developing and implementing anaction plan and strategy to optimise its activities, processes and/or performance that willhelp to better position itself on the market. Furthermore European good practice cases witha proven success will be worked up for an additional learning support for five identifiedcrucial categories of cluster development like organisation & structure, products & services,strategy & planning, human resources development / skills & qualification, finance &funding.

CNCB bases on the manifold experience and knowledge of the partners in the field ofinnovation and particularly in cluster development. Additionally the project is based onlessons learnt generated by past successful projects as e.g. REGINS, INCLUDE, CLOE CLOEClusters linked over Europe, CEE Cluster Network and European initiatives like e.g. PRO InnoEurope, EUROPE INNOVA, European Cluster Observatory, European Cluster CollaborationPlatform.

Furthermore CNCB regards to and incorporates all relevant EU cluster policies and strategieswhere the contribution of clusters for an on-going sustainable development of economicgrowth, employment respectively improving of competitiveness is demonstrated, evidencedand proven.

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2 METHODOLOGYGenerally, the subject of the research was to develop action optimise plans of selected clustersand evaluation of the implementation of these plans. As a result of the research process, thedescription of cluster optimisation included the following areas:

Organization & StructureProducts & ServicesStrategy & PlanningHuman Resources Issues / Skills & QualificationFinance & Funding

Comparative analyses and construction of good practices were based on research with aninternational scope as the level of cluster development. The methodology of clusteroptimisation included: identifying cluster for optimisation, gathering data, planning andexecuting optimisation activities and in the end evaluation all activities.The fulfilment of goals and verification of the hypotheses required the application of anappropriate research method and diverse research tools. The determination of the role ofqualitative and quantitative studies was of key importance. From the point of view of thesubject and object of the research, focus on qualitative methods was justified, as they willmake it possible to recognize to problem to an extent that will allow for looking forquestions and answers in the quantitative approach. Conducting qualitative research, justlike in the case qualitative research, requires compliance with appropriate discipline,therefore, basic research methods which will be used during the research include:

literature analyses, including bibliometric analyses,desk research - analysis of documentation and reports on the research, includingquantitative research connected with cluster functioning,qualitative research – case studies and best practices for clusters,benchmarking – comparative analyses of 3 clusters according to defined criteria:before optimisation, optimisation plan and optimisation effects.

Basic techniques used for research include:a review of scientific publications and evaluation of scientific achievements in thesubject of research,categorized interviews with key actors of clusters (leaders, coordinators, animators,internal and external experts etc.),participation in focused group interviews for clusters organized in PPs,

To ensure reliability and accuracy of research methods and techniques, the followingapproaches will be used:

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data source triangulation - the analysis included both legacy data and elicited data(both literature sources and available research as well as research acquired inqualitative and quantitative research for the purposes of this study),triangulation of research methods - various research methods were combined forcomprehensive concept depiction and preparation,researcher triangulation - conducting research by various researchers from theresearch team,theory triangulation - using numerous theoretical concepts aimed at accounting forthe phenomena under analysis.

The research consisted of the following 3 stages:1. First stage of the survey – “quick check” of about 30 clusters from all partner regions

Each PP proposes up to 3 clusters for surveys,Proposed clusters had to formally agree to take part in the survey and declared theirreadiness to be optimised, if were selected in the process,“Quick check” questionnaire: general and simplified, form of statement coveringseveral fields of key cluster activities,Respondents (cluster managers and key cluster company representatives – min. 2questionnaire per cluster completed) were asked to evaluate the cluster strengths inparticular fields, measured on a five-degree scale:

1very low

2low

3medium

4high

5very high

- questionnaires were distributed by e-mail or available on-line on the projectswebsite.

- Quick check” questionnaire evaluation:Data collection by PPs from all respective regions,Transferring data to WP4 Lead and PP3, responsible for evaluation, Initial “ranking” of candidates cluster for optimisation, based on “ scores “from questionnaires:• very high scored clusters do not need to be optimised, but they can

become benchmarks for the clusters chosen for optimisation process,• clusters with bad/ not adequate performance do not qualify for selection,• clusters with better that average overall performance but with some

weaknesses in certain fields should be considered as proper candidatesfor optimisation,

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o Recommendation of relevant candidates for optimisation prepared by WP4expert group and accepted by PPs

2. Second stage – “ in-depth” survey of initially selected candidate clustersThe more detailed “in-depth” questionnaire prepared by PP3, in cooperation with LPand WP4 LeadSurvey were conducted in a form of an interview with cluster management andcluster members by PPs with the respective regions of selected candidates.“In-depth” questionnaire evaluation:Data collection by PPs from all respective regionsTransferring data to WP4 Lead and PP3, responsible for evaluationEvaluation presented by PP3 to all PPs and WP4 Expert GroupRecommendation of relevant clusters for optimisation by WP4 expert group

3. Third stage - selection of 3 clusters for optimisation, voted formally by all PPs.- The following clusters have been sellected for optimisation within the project:1. Biotechnology Innovation Base (BIB) Cluster, Hungary2. Euro-Centrum Cluster of Energy Saving Technologies, Poland3. Tourism Cluster Smolenice, Slovakia- Opyimisation plan and evaluation were prepared in following areas:


- Comparative analysis: before optimisation, optimisation plan and optimisationeffects,

- Recomendiation.

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3 ONLINE SURVEY & INTERVIEWSThis chapter summarizes the outputs from the survey conducted within the CNCB projectand further comments on the obtained results. The survey took place from April till June2011 and it consisted of two parts. The data in the first part were gathered via onlinequestionnaire survey that was followed by the second part of the survey - personalinterviews. Presented results are focused only on the WP4-Cluster optimisation part of thesurvey.

3.1 Online surveyIn the first part of the survey, the total of 96 clusters from 275 addressed clusters took partin. This means nearly 35% rate of return. For an online survey this is quite a reasonablenumber. The most of responded clusters were from Hungary (25), Italy (17) and Poland (17),followed up by Czech Republic (14), Slovakia (10), Austria (9) and Slovenia (3) and Lithuania(1).

Figure 1 Location of the clusters

The focus of these clusters was quite wide but the main areas were ICT Industries & services(17,7%), Biotech Pharma & Cosmetics (10%) and Tourism and Cultural Heritage (10%). Otherareas like Automotive Transport Logistics, Food and Agro Industries, Environment, IntelligentEnergy, Sustainable construction, Textile and many more had less than 4%.

The size of the clusters according to cluster members was variable also. Most of the clusters(44) were small with no more than 25 members, followed up by 26-50 members (22), 51-100members (14), 101-250 members (13) and even few biggest clusters with more than 250members (3).

9%

15%

26%18%

1%

18%

10%3%

Austria

Czech Republic

Hungary

Italy

Lithuania

Poland

Slovakia

Slovenia

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Figure 2 Size of the cluster

The following table presents the main technological/industrial area of the invastigatedclusters. For the optimisation of the cluster the present sector of activity and future sectorand technology is main base for planning cluster activities.

Table 1 In which technological/industrial area are the cluster actors mainly active?

Frequency Valid Percent

Valid

Automotive Transport Logistics 4 4,2Biotech Pharma & Cosmetics 10 10,4Creative Industries 4 4,2Environment 3 3,1Food and Agro Industries 4 4,2Healthcare 1 1,0ICT Industries & services 17 17,7Intelligent Energy 4 4,2Nano and Microtechnology 1 1,0Other (please fill in the box below) 30 31,3Services and Retail 1 1,0Space and Aerospace 1 1,0Sustainable construction 3 3,1Textile 3 3,1Tourism and Cultural Heritage 10 10,4Total 96 100,0

According to the questionnaire most cluster actors are mainly active in ICT Industries &services (17,7%), then in Biotech Pharma & Cosmetics (10,4%) and in Tourism and CulturalHeritage industrial area (10,4%).

46%

23%

15%

13%3%

Less than 25 members

26- 50 members

51- 100 members

101-250

More than 250 members

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31,3 % of the respondents are interested in other industrial areas.

The following figures describe the aspects of cluster optimization and internationalisation.

The results of question of “Do you think your cluster needs to be optimised?” provide the

following information.

Table 2 Do you think your cluster needs to be optimized?

Frequency Percent Valid Percent CumulativePercent

Valid

Not really 8 8,3 8,3 8,3Our cluster is strong in mostfields, but we are interested inimproving some areas

44 45,8 45,8 54,2

Optimisation is needed in mostfields and/or activities 44 45,8 45,8 100,0

Total 96 100,0 100,0

Table 3 Our cluster has an elaborated internationalisation strategy

Frequency Percent Valid PercentCumulativePercent

Valid Strongly agree 6 6,3 6,3 6,3

Mostly agree 35 36,5 36,8 43,2Mostly disagree 35 36,5 36,8 80,0

Strongly disagree 19 19,8 20,0 100,0Total 95 99,0 100,0

Missing System 1 1,0

Total 96 100,0

Only 8 respondents on 96 said that the cluster does not need to be optimised. The most ofthe respondents agreed that the cluster need improvement in some areas (in 44 clusters) oroptimisation is needed in most fields/activities (also in 44 clusters).

Cluster strategy

On the following tables we can see the statistics of yes-no answers about the availability ofindicators regarding cluster strategy in general and planning policy

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Table 4 Please declare whether the following indicators are available in your cluster

Clusterstrategy:

written clusterstrategy guide

Cluster strategy:annual action andimpelmentation

plan

Cluster strategy:committed membershipregistration for cluster

partners

Cluster strategy:cluster brandingpolicy and rules

NValid 93 93 94 92Missing 3 3 2 4

Mean 1,35 1,24 1,13 1,43Median 1,00 1,00 1,00 1,00Mode 1 1 1 1Std. Deviation 0,481 0,427 0,335 0,498Variance 0,231 0,183 0,113 0,248As the variable was defined on an nominal scale, the most important statistical indicator isthe mode in the fifth line. The mode shows the most frequent answer in the database, wichis the "Yes" by all questions.

On the next table we can see the distribution of the answers regarding cluster strategy.

Table 5 Cluster strategy

written clusterstrategy guide

(%)

annual action andimpelmentation

plan (%)

committedmembership

registration for clusterpartners (%)

clusterbranding

policy andrules (%)

Validyes 62,5 74,0 85,4 54,2no 34,4 22,9 12,5 41,7Total 96,9 96,9 97,9 95,8

Missing System 3,1 3,1 2,1 4,2Total 100,0 100,0 100,0 100,0Finally we represented the content of the table above with pie charts:

Figure 3 Cluster strategy

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Cluster management

The simmilar analysis have been done with indicators of cluster management. The questionsregards the exisence of steering advisory boards, key account manament and the itsactivities. The results are presented in the following table.

Table 6 Cluster management

Clustermanagement:steeringadvisory board

Clustermanagement: keyaccountmanagement

Cluster management:development oforganizational newtopics

Clustermanagement:periodic strategicworkshops

Clustermanagement:annual clusterperformancesevaluation

N Valid 89 87 86 88 91Missing 7 9 10 8 5

Mean 1,27 1,48 1,38 1,23 1,34Median 1,00 1,00 1,00 1,00 1,00Mode 1 1 1 1 1Std. Deviation ,446 0,503 0,489 0,421 0,477Variance 0,199 0,253 0,239 0,178 0,227

You can see that the typical answer was "Yes" by all questions. In the followings we show thedistributions of the answers and the charts:

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Table 7 Cluster management

steeringadvisory

board (%)

key accountmanagement (%)

development oforganizational new

topics (%)

periodicstrategic

workshops (%)

annual clusterperformancesevaluation (%)

Validyes 67,7 46,9 55,2 70,8 62,5no 25,0 43,8 34,4 20,8 32,3Total 92,7 90,6 89,6 91,7 94,8

Missing System 7,3 9,4 10,4 8,3 5,2Total 100,0 100,0 100,0 100,0 100,0

Figure 4 Cluster management

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Cluster activities

The essence of cluster optimisation is the rationalisation of cluster activities correspondingto cluster members‘ needs. These activities in the survey were ralated to communicationwitihin the cluster, developing qualification and supporting cooperation between membersof the cluster.

In this section of the survey we asked to rank the importance of the followingfactors/activities by the improvment for the cluster development / performance.

In the next five subsection You can see the results of five groups of factors. By all groups thetask was to rate the importance from 1 to 5 (1-very low, 2-low, 3-medium, 4-high, 5-veryhigh).

On the pie charts we always marked the mode of the sample with exposure.

Information & Communication of the cluster

Table 8 Information & Communication

Current clusteractivities: Information &

Communication - Infoand communication

common services

Current clusteractivities: Information

& Communication -Webpage

Current clusteractivities:

Information &Communicatio

n - Intranet


Information &Communication -

Newsletter


Information &Communication -

Direct mailingsystem

N Valid 91 93 78 83 80Missing 5 3 18 13 16

Mean 3,95 4,09 2,92 3,16 3,60Median 4,00 4,00 3,00 3,00 4,00Mode 5 5 1a 3 5Std. Deviation 1,149 1,049 1,412 1,339 1,365Variance 1,319 1,101 1,994 1,792 1,863a. Multiple modes exist. The smallest value is shown

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Table 9 Matchmaking services and tools

Frequency PercentValid very low 6 6,3

low 14 14,6medium 8 8,3high 22 22,9very high 28 29,2Total 78 81,3

Missing System 18 18,8Total 96 100,0

Table 10 Exchange of experience practices




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Table 11 Training and education




Table 12 Expert meetings




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Table 13 Events / workshops




Cooperation

Table 14 Nature of cooperation

Current clusteractivities: Cooperation- Own cluster fundingprograms(membership fee,projects, etc.)

Current clusteractivities:Cooperation -Involvement of thirdparty funding

Current clusteractivities: Cooperation- Technologydevelopment withoutrecourse to funding

Current clusteractivities:Cooperation -Consulting/coaching

Current clusteractivities:Cooperation -Common databases

N Valid 88 78 75 78 80Missing 8 18 21 18 16

Mean 4,03 3,60 3,49 3,54 3,50Median 5,00 4,00 4,00 4,00 3,50Mode 5 4 5 3 3Std. Deviation 1,317 1,342 1,389 1,136 1,243Variance 1,734 1,801 1,929 1,291 1,544

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Table 15 Own cluster funding programs (membership fee, projects, etc.)

Frequency Percent

Valid very low 7 7,3

low 8 8,3

medium 8 8,3

high 17 17,7

very high 48 50,0

Total 88 91,7

Missing System 8 8,3

Total 96 100,0

3.2 In-depth interviews with the clustersOn the base of on-line survey the 21 clusters have been selected for “in-depth” personalinterview presented in table 16. The interview has a qualitative character – respondentswere free to answer for the open questions, list of questions is presented in appendix 1. Thetable presents the selection of clusters for in-depth interview by countries.

Table 16 Clusters selected for WP4 “in-depth” survey by CNCB project partners (by countries)

Poland

1. Euro Centrum Cluster of Energy Saving Technologies2. Nutribiomed3. Pomeranian IT Cluster4. Wschodni Klaster Informatyczny5. Building Cluster

Slovakia

6. Balnea Cluster7. BITERAP (IT services)8. Cluster Smolenice

Italy

9. Distretto Aerospazio (aerospace)10. Energy Cluster11. Polo Auto (automotive)12. Lightning cluster

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Austria

13. Cluster Mechatronik Tirol14. RTCA- Rail Technology Cluster Austria15. Upper Austrian Food Cluster

Hungary

16. Biotechnology Innovation Base Cluster17. STD Cultural Industry Cluster18. STD AV Industry Cluster19. Machinery Cluster of South Transdanubia

Slovenia

20. Tehnoloski Park

Czech Republic

21. BTK - Bezpe nostn technologický klastr

The 21 clusters selected to in-depth interview were rather young – the eldest, located inAustria, was created in 2000. The youngest was established in 2011 and the year ofestablishing the highest number of clusters among the group (5) was 2005 (see the Fig. 5).

Figure 5 The year of establishing formally the cluster (N=21, one is missing)

0

1

2

3

4

5

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011

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The main area of cluster activity presented in the interview was innovation and cooperationin the innovation activities. The clusters have very different number of appointedemployees: form 0 (no employees at all or volunteers) to the number of 8 employees. Fromthe interview we can prove the rule: more members – more employees for the cluster. Inmost cases the number of members is subject of growth, even when it is only 2 moremembers.

Cluster deals with the financial problems: only one cluster claims that the funding of thecluster is consistent, most of the clusters said that the funding is not consistent. In manycases it means that cluster depends of the projects for the cluster member – in case of lownumber of projects they cannot afford for the consistent budget. The budget of theinterviewed clusters is always very different and it is not related to the cluster members. Theannual budget is from 0 (no budget at all) to the number of 460 000EUR.

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4 EVALUATION OF SURVEY & INTERVIEWSIn order to provide optimisation activities for the clusters we have to define basic fields foroptimisation that we learn from research described in the chapter 3. All optimisationactivities could refer to the following fields:


From the research we can learn that generally clusters have a very loose form, even in casesthat formal structures (associations, company) is created. Interviewed clusters formulatesthe plans of development or they are aware of the future activities. All clusters are orientedon innovation and all kind of activities related to innovation: R&D projects, joint marketresearch, cooperation industry-academia, intellectual property transfer.

The most of cluster are aware of the need of optimisation but they cannot indicate the fieldof optimisation.

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5 CROSS-EVALUATION

5.1 Methodological fundamentsIn the following analyze we demonstrate the relationship between questions and question-

groups. The analysis were focused on:

optimization (work package 4) and

internationalisation (work package 5) question-groups.

In tha analysis IBM SPSS Statistics software have beedn used to analyze the results of

questionnaire. The above detailed tables and information show only the result which have

relationship between each other. Crosstabs and correspondence analyze was used during

the interpretation.

The crosstabs analyze has the following advantages:

crosstab report shows the relationship between two or more survey questions;

it allows you to quickly compare how different groups of respondents answer your

survey questions;

it represents the number of respondents falling into each possible pairing of the

answers to the survey questions.

it presents an well-structured and quickly usable information and knowledge for the

users.

The correspondence analyze has the following features. A distinct advantage of

correspondence analysis over other methods yielding joint graphical displays is that it

produces two dual displays whose row and column geometries have similar interpretations,

facilitating analysis and detection of relationships. In other multivariate approaches to

graphical data representation, this duality is not present.

5.2 Crosstabs and correspondence mapsPairwise comparisons are used according to the questions to find association between the

different questions. The following question pairs show significant association and the

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crosstabs shows relatively frequency of rows and columns. The rows and columns describe

the answers.

Table 17„In which country is the cluster located?” (Q1) comparing to „Written cluster strategy guide: Market positioning,internationalization processes” (Q16a)

Q16aTotal

Yes No

Q1

Austria% within Q1 100,0% 100,0%% within Q16a 13,3% 8,6%

Czech republic% within Q1 100,0% 100,0%% within Q16a 3,3% 2,2%

Czech Republic% within Q1 45,5% 54,5% 100,0%% within Q16a 8,3% 18,2% 11,8%

Hungary% within Q1 80,0% 20,0% 100,0%% within Q16a 33,3% 15,2% 26,9%

Italy% within Q1 47,1% 52,9% 100,0%% within Q16a 13,3% 27,3% 18,3%

Poland% within Q1 62,5% 37,5% 100,0%% within Q16a 16,7% 18,2% 17,2%

Slovakia% within Q1 50,0% 50,0% 100,0%% within Q16a 8,3% 15,2% 10,8%

Slovenia% within Q1 50,0% 50,0% 100,0%% within Q16a 3,3% 6,1% 4,3%

Total% within Q1 64,5% 35,5% 100,0%% within Q16a 100% 100,0% 100,0%

The above table describes the following information. The following detailed explanation

helps to usage of crosstabs results:

80% of the correspondents clusters which are located in Hungary answered “Yes” on

Question16a (Written cluster strategy guide: Market positioning, internationalization

processes);

20% of the correspondents clusters which are located in Hungary answered “No” on

Question16a (Written cluster strategy guide: market positioning, internationalization

processes);

33,3% of the clusters which are answered “Yes” on Question16a (Written cluster

strategy guide: market positioning, internationalization processes) are located in

Hungary;

15,2% of the clusters which are answered “No” on Question16a (Written cluster

strategy guide: market positioning, internationalization processes) are located in

Hungary;

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26,9% of the clusters which are answered on Question16a (Written cluster strategy

guide: market positioning, internationalization processes) and Question 1 are located

in Hungary;

64,5% of the correspondents clusters are answered “Yes” Question16a (Written

cluster strategy guide: market positioning, internationalization processes),

35,5% of the correspondents clusters are answered “No” Question16a (Written

cluster strategy guide: market positioning, internationalization processes).

Table 18„In which country is the cluster located?” (Q1) comparing to “Available activities in cluster: Special services andactivities: Market analysis tools” (Q16b)

Q16bTotal

very low low medium high very high

Q1

Austria% within Q1 12,5% 37,5% 37,5% 12,5% 100,0%% within Q16b 16,7% 50,0% 30,0% 3,6% 10,3%

Czech republic% within Q1 50,0% 50,0% 100,0%% within Q16b 3,6% 3,6% 2,6%

Czech Republic% within Q1 11,1% 11,1% 22,2% 11,1% 44,4% 100,0%% within Q16b 16,7% 16,7% 20,0% 3,6% 14,3% 11,5%

Hungary% within Q1 4,5% 50,0% 45,5% 100,0%% within Q16b 16,7% 39,3% 35,7% 28,2%

Italy% within Q1 14,3% 7,1% 7,1% 42,9% 28,6% 100,0%% within Q16b 33,3% 16,7% 10,0% 21,4% 14,3% 17,9%

Poland% within Q1 7,1% 14,3% 28,6% 50,0% 100,0%% within Q16b 16,7% 20,0% 14,3% 25,0% 17,9%

Slovakia% within Q1 16,7% 33,3% 16,7% 33,3% 100,0%% within Q16b 16,7% 20,0% 3,6% 7,1% 7,7%

Slovenia% within Q1 100,0% 100,0%% within Q16b 10,7% 3,8%

Total% within Q1 7,7% 7,7% 12,8% 35,9% 35,9% 100,0%% within Q16b 100,0% 100,0% 100,0% 100,0% 100,0% 100,0%



4,5% of the correspondents clusters which are located in Hungary answered “low” on

Question16b (Available activities in cluster: Special services and activities: Market

analysis tools);

50% of the correspondents clusters which are located in Hungary answered “high” on

Question16b (Available activities in cluster: Special services and activities: Market

analysis tools);

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16,7% of the clusters which are answered “low” on Question16b (Available activities

in cluster: Special services and activities: Market analysis tools) are located in

Hungary;

39,3% of the clusters which are answered “high” on Question16b (Available activities

in cluster: Special services and activities: Market analysis tools) are located in

Hungary;

28,2% of the clusters which are answered on Question16b (Available activities in

cluster: Special services and activities: Market analysis tools) and Question 1 are

located in Hungary;

7,7% of the correspondents clusters are answered “very low” to Question16b

(Available activities in cluster: Special services and activities: Market analysis tools),

35,9% of the correspondents clusters are answered “high” to Question16b (Available

activities in cluster: Special services and activities: Market analysis tools).

Table 19 „In which country is the cluster located?” (Q1) comparing to “New activities and services are the basis forsustainable cluster-development: Global cluster projects management” Q18d

Q18dTotal

very low low medium high very high

Q1

Austria% within Q1 16,7% 33,3% 33,3% 16,7% 100,0%% within Q18d 16,7% 40,0% 11,1% 4,5% 7,9%

Czech republic% within Q1 50,0% 50,0% 100,0%% within Q18d 5,6% 4,0% 2,6%

Czech Republic% within Q1 18,2% 18,2% 9,1% 54,5% 100,0%% within Q18d 33,3% 11,1% 4,5% 24,0% 14,5%

Hungary% within Q1 20,0% 50,0% 30,0% 100,0%% within Q18d 22,2% 45,5% 24,0% 26,3%

Italy% within Q1 6,3% 12,5% 25,0% 12,5% 43,8% 100,0%% within Q18d 16,7% 40,0% 22,2% 9,1% 28,0% 21,1%

Poland% within Q1 7,7% 7,7% 30,8% 15,4% 38,5% 100,0%% within Q18d 16,7% 20,0% 22,2% 9,1% 20,0% 17,1%

Slovakia% within Q1 20,0% 80,0% 100,0%% within Q18d 5,6% 18,2% 6,6%

Slovenia% within Q1 33,3% 66,7% 100,0%% within Q18d 16,7% 9,1% 3,9%

Total% within Q1 7,9% 6,6% 23,7% 28,9% 32,9% 100,0%% within Q18d 100,0% 100,0% 100,0% 100,0% 100,0% 100,0%



page26 / 116

20% of the correspondents clusters which are located in Hungary answered

“medium” on Question18d;

50% of the correspondents clusters which are located in Hungary answered “high” on

Question18d;

22,2% of the clusters which are answered “medium” on Question18d are located in

Hungary;

45,5% of the clusters which are answered “high” on Question18d are located in

Hungary;

26,3% of the clusters which are answered on Question18d and Question1 are

located in Hungary;

23,7% of the correspondents clusters are answered “medium” to Question18d,

28,9% of the correspondents clusters are answered “high” to Question18d.

Table 20. „In which technological / industrial area are the cluster actors mainly active?” (Q3) comparing to „Pleasedeclare, if following indicators are available in your cluster and rank the importance for your cluster future development/ performance: Cluster branding policy and rules” (Q16e)

Q16eTotal

Yes No

Q3

Life Science/Biotechnology% within Q3 70,0% 30,0% 100,0%% within Q16e 14,0% 7,7% 11,2%

Mobility% within Q3 100,0% 100,0%% within Q16e 8,0% 4,5%

Creative Industry% within Q3 50,0% 50,0% 100,0%% within Q16e 4,0% 5,1% 4,5%

Tourism and cultural heritage % within Q3 88,9% 11,1% 100,0%% within Q16e 16,0% 2,6% 10,1%

Food and agribusiness% within Q3 100,0% 100,0%% within Q16e 8,0% 4,5%

Environment industry% within Q3 100,0% 100,0%% within Q16e 6,0% 3,4%

ICT Embedded Systems% within Q3 37,5% 62,5% 100,0%% within Q16e 12,0% 25,6% 18,0%

Sustainable building industry% within Q3 100,0% 100,0%% within Q16e 7,7% 3,4%

Intelligent Energy% within Q3 100,0% 100,0%% within Q16e 10,3% 4,5%

Textile industry% within Q3 33,3% 66,7% 100,0%% within Q16e 2,0% 5,1% 3,4%

Others% within Q3 51,7% 48,3% 100,0%% within Q16e 30,0% 35,9% 32,6%

Total % within Q3 56,2% 43,8% 100,0%



page27 / 116

88,9% of the correspondents clusters which are operated in Tourism and cultural

heritage sector answered “Yes” on Question16e;

11,1% of the correspondents clusters which are operated in Tourism and cultural

heritage sector answered “No” on Question16e;

16% of the clusters which are answered “Yes” on Question16e are operated in

Tourism and cultural heritage sector;

2,6% of the clusters which are answered “No” on Question16e are operated in

Tourism and cultural heritage sector;

10,1% of the clusters which are answered on Question16e and Question3 are

operated in Tourism and cultural heritage sector;

56,2% of the correspondents clusters are answered “Yes” on Question16e,

43,8% of the correspondents clusters are answered “No” Question16e.

Table 21. „Please declare, whether following factors/activities are available in your cluster yet and rank the importancefor your cluster future development / performance: Intranet” (Q17c) comparing to „Please assess the followingstatement: Compared to 2007 the cluster organization made considerable progress in terms of international cooperationwith a positive impact on business opportunities.” (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q17

c

very low% within Q17c 6,7% 40,0% 46,7% 6,7% 100,0%% within Q26 9,1% 24,0% 24,1% 12,5% 20,5%

low% within Q17c 7,1% 50,0% 42,9% 100,0%% within Q26 9,1% 28,0% 20,7% 19,2%

medium% within Q17c 6,7% 26,7% 60,0% 6,7% 100,0%% within Q26 9,1% 16,0% 31,0% 12,5% 20,5%

high% within Q17c 13,3% 40,0% 26,7% 20,0% 100,0%% within Q26 18,2% 24,0% 13,8% 37,5% 20,5%

very high% within Q17c 42,9% 14,3% 21,4% 21,4% 100,0%% within Q26 54,5% 8,0% 10,3% 37,5% 19,2%

Total% within Q17c 15,1% 34,2% 39,7% 11,0% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%



7,1% of the correspondents clusters which are answered “low” on Question17c

answered “Strongly disagree” on Question26;

42,9% of the correspondents clusters which are answered “low” on Question17c

answered “Mostly agree” on Question26;

page28 / 116

9,1% of the clusters which are answered “Strongly disagree” on Question26 are

answered “low” on Question17c.

20,7% of the clusters which are answered “Mostly agree” on Question26 are

answered “low” on Question17c.

15,1% of the correspondents clusters are answered “Strongly disagree” on

Question26,

34,2% of the correspondents clusters are answered “Mostly disagree” on

Question26,

39,7% of the correspondents clusters are answered “Mostly agree” on Question26,

11% of the correspondents clusters are answered “Strongly agree” on Question26,

Figure 6. Correspondence map: Q17c and Q26

The above mentioned correspondence map represents the context of Question 26 andQuestion 17c: the distance of different colored points describe the relationship of variable:

small distance means high association,

large-distance means low association between factors/answers.

page29 / 116

The following crosstab describes the following information. The following detailed

explanation helps to usage of crosstabs results:

50% of the correspondents clusters which are answered “low” on Question17e

answered “Mostly disagree” on Question26;

37,5% of the correspondents clusters which are answered “low” on Question17e


15,4% of the clusters which are answered “Mostly disagree” on Question26 are

answered “low” on Question17e,

10% of the clusters which are answered “Mostly agree” on Question26 are answered

“low” on Question17e,


Question26,


Question26,

39% of the correspondents clusters are answered “Mostly agree” on Question26,

13% of the correspondents clusters are answered “Strongly agree” on Question26.

Table 22. Please declare, wether following factors/activities are available in your cluster yet and rank the importance foryour cluster future development / performance?: Direct mailings systems” (Q17e) comparing to „Please assess thefollowing statement: Compared to 2007 the cluster organisation made considerable progress in terms of internationalcooperation with a positive impact on business opportunities.” (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q17

e

very low% within Q17e 44,4% 55,6% 100,0%% within Q26 15,4% 16,7% 11,7%

low% within Q17e 50,0% 37,5% 12,5% 100,0%% within Q26 15,4% 10,0% 10,0% 10,4%

medium% within Q17e 41,7% 8,3% 50,0% 100,0%% within Q26 45,5% 3,8% 20,0% 15,6%

high% within Q17e 8,3% 41,7% 41,7% 8,3% 100,0%% within Q26 18,2% 38,5% 33,3% 20,0% 31,2%

very high% within Q17e 16,7% 29,2% 25,0% 29,2% 100,0%% within Q26 36,4% 26,9% 20,0% 70,0% 31,2%

Total% within Q17e 14,3% 33,8% 39,0% 13,0% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%

page30 / 116

The following mentioned correspondence map represents the context of Question 26 andQuestion 17e: the distance of different colored (red and black) points describe therelationship of variable:

small distance means high association:

o “low” (Q17e) and “Mostly disagree” (Q26)

o “high” (Q17e) and “Mostly disagree” (Q26)

large-distance means low association between factors/answers:

o “very low” (Q17e) and “Strongly agree” (Q26)

o “very low” (Q17e) and “Strongly disagree” (Q26)

Figure 7. Correspondence map: Q17e and Q26



33,3% of the correspondents clusters which are answered “Strongly answered” on

Question20 answered “Mostly disagree” on Question26;

page31 / 116

33,3% of the correspondents clusters which are answered “Mostly disagree” on

Question20 answered “Mostly agree” on Question26;


answered “Strongly disagree” on Question20,

5,9% of the clusters which are answered “Mostly agree” on Question26 are answered

“Strongly disagree” on Question20,


Question26,

36% of the correspondents clusters are answered “Mostly disagree” on Question26,


12,4% of the correspondents clusters are answered “Strongly agree” on Question26,

Table 23. Please assess the following statement: Our cluster has an elaborated internationalisation strategy.” (Q20)comparing to „Please assess the following statement: Compared to 2007 the cluster organisation made considerableprogress in terms of international cooperation with a positive impact on business opportunities.” (Q26)

Q26TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q20

Strongly disagree% within Q20 33,3% 33,3% 33,3% 100,0%% within Q26 6,3% 5,9% 18,2% 6,7%

Mostly disagree% within Q20 2,9% 20,6% 52,9% 23,5% 100,0%% within Q26 8,3% 21,9% 52,9% 72,7% 38,2%

Mostly agree% within Q20 3,1% 59,4% 34,4% 3,1% 100,0%% within Q26 8,3% 59,4% 32,4% 9,1% 36,0%

Strongly agree% within Q20 58,8% 23,5% 17,6% 100,0%% within Q26 83,3% 12,5% 8,8% 19,1%

Total% within Q20 13,5% 36,0% 38,2% 12,4% 100,0%% within Q26 100,0% 100,0% 100,0% 100,0% 100,0%

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Figure 8. Correspondence map: Q20 and Q26

The following mentioned correspondence map represents the context of Question 26 andQuestion 17e: the distance of different colored (red and black) points describe therelationship of variable:


o “Mostly agree” (Q20) and “Mostly disagree” (Q26)

o “Strongly agree” (Q20) and “Strongly disagree” (Q26)


o “Mostly agree” (Q20) and “Strongly agree” (Q26)

o “Strongly disagree” (Q20) and “Strongly disagree” (Q26)



60% of the correspondents clusters which are answered “low” on Question18d

answered “Mostly disagree” on Question30;

page33 / 116

20% of the correspondents clusters which are answered “low” on Question18d



answered “low” on Question18d,

3,3% of the clusters which are answered “Mostly agree” on Question30 are answered

“low” on Question18d,


Question30,


Question30,


4,1% of the correspondents clusters are answered “Strongly agree” on Question30,

page34 / 116

Table 24.”New activities and services are the basis for sustainable cluster-development. Please rank the importance offollowing fields for your cluster future development/ performance: Global cluster projects management” (Q18d) compar-ing to „"Please assess the following statement: Due to the successful implementation of our internationalization strate-gy, the cluster is known at international level." (Q30)

Q30TotalStrongly

disagreeMostly

disagreeMostlyagree

Stronglyagree

Q18

d

very low% within Q18d 20,0% 20,0% 60,0% 100,0%% within Q30 5,3% 4,5% 10,0% 6,8%

low% within Q18d 60,0% 20,0% 20,0% 100,0%% within Q30 13,6% 3,3% 33,3% 6,8%

medium% within Q18d 44,4% 11,1% 44,4% 100,0%% within Q30 42,1% 9,1% 26,7% 24,3%

high% within Q18d 18,2% 27,3% 45,5% 9,1% 100,0%% within Q30 21,1% 27,3% 33,3% 66,7% 29,7%

very high% within Q18d 25,0% 41,7% 33,3% 100,0%% within Q30 31,6% 45,5% 26,7% 32,4%

Total% within Q18d 25,7% 29,7% 40,5% 4,1% 100,0%% within Q30 100,0% 100,0% 100,0% 100,0% 100,0%

Figure 9. Correspondence map: Q18d and Q30

page35 / 116

The above mentioned correspondence map represents the context of Question18d andQuestion30: the distance of different colored (red and black) points describe the relationshipof variable:


o “very low” (Q18d) and “Mostly agree” (Q30)

o “medium” (Q18d) and “Strongly disagree” (Q30)

o “very high” (Q18d) and “Mostly disagree” (Q30)


o “low” (Q18d) and “Strongly disagree” (Q30)

o “high” (Q18d) and “Strongly agree” (Q30)

page36 / 116

6 THEORETICAL BACKGROUND & BEST PRACTICE EXAMPLES OFCLUSTERS OPTIMISATION

6.1 Organization & StructureThis section should provide theoretical background on the various organization models and

structure. The online survey already showed diverse structure and organization models

regarding cluster initiatives. Many clusters investigated base their structure on the

considerations of Michael E. Porter’s Cluster-Diamond.

The approach looks at clusters of industries, where the competitiveness of one company is

related to the performance of other companies and other factors tied together in the value-

added chain, in customer-client relation, or in a local or regional contexts. The Porter analy-

sis was made in two steps. First, clusters of successful industries have been mapped in 10

important trading nations. In the second, the history of competition in particular industries is

examined to clarify the dynamic process by which competitive advantage was created. The

second step in Porter's analysis deals with the dynamic process by which competitive ad-

vantage is created. The basic method in these studies is historical analysis. The phenomena

that are analysed are classified into six broad factors incorporated into the Porter diamond,

which has become a key tool for the analysis of competitiveness:

Factor conditions are human resources, physical resources, knowledge resources, capital

resources and infrastructure. Specialized resources are often specific for an industry and

important for its competitiveness. Specific resources can be created to compensate for

factor disadvantages.

Demand conditions in the home market can help companies create a competitive ad-

vantage, when sophisticated home market buyers pressure firms to innovate faster and

to create more advanced products than those of competitors.

Related and supporting industries can produce inputs which are important for innova-

tion and internationalization. These industries provide cost-effective inputs, but they al-

so participate in the upgrading process, thus stimulating other companies in the chain to

innovate.

page37 / 116

Firm strategy, structure and rivalry constitute the fourth determinant of competitive-

ness. The way in which companies are created, set goals and are managed is important

for success. But the presence of intense rivalry in the home base is also important; it

creates pressure to innovate in order to upgrade competitiveness.

Government can influence each of the above four determinants of competitiveness.

Clearly government can influence the supply conditions of key production factors, de-

mand conditions in the home market, and competition between firms. Government in-

terventions can occur at local, regional, national or supranational level.

Chance events are occurrences that are outside of control of a firm. They are important

because they create discontinuities in which some gain competitive positions and some

lose.

The Porter thesis is that these factors interact with each other to create conditions where

innovation and improved competitiveness occurs.

Derived from these theoretical considerations, cluster initiatives can be differentiated ac-cording to the following organization forms and structures:

- Legal forms (Ltd, association, public-body, etc.)

- Focusing (company-driven, R&D-driven, public-driven, etc.)

- Organisation/organigram (advisory board, cluster-manager, etc.)

The following table shows best practice examples regarding organization form and structure

as of Clusterland Oberösterreich GmbH.

page38 / 116

© Clusterland Oberösterreich GmbH

Another Best-Practice is related to the form of an association as a transparent and effectivecluster Organization & Structure, as in case of Aviation Valley, described below:

The basic principles of Aviation Valley cluster membership are provided for in the articles of

the Association. The members can be: ordinary, supporting and honorary. An ordinary

page39 / 116

member may be a natural person with full legal capacity who is not deprived of public rights,

who is the owner, member of the governing authority or a representative of the aerospace

industry enterprise, university, research and development institute, or any other

organisation connected with the aerospace industry being the supporting members. A

supporting member of the Association may be a legal person or any other institution or

organisation interested in the activities of the Association who declared any financial or non-

cash aid. The legal person or another institution or organisation acts in the Association via its

representative who is the ordinary member. The ordinary and supporting members are

accepted with the resolution of the Management Board based on a written declaration. The

Management Board process the application only if the candidate’s application has been

supported by two ordinary members of the Association. The title of the honorary member of

the Association is conferred by the General Meeting of the Association to the persons who

contributed in a special way to the development of the aerospace industry. Management

Board Members of the Aviation Valley cluster are the persons who have the highest

functions in the key entrepreneurs of the aerospace industry, who have enormous know-

how and experience in managing the companies, which guarantees full professionalization of

the cluster management. There is also a representative of the SMEs of the cluster among the

Management Board Members. Activities of the Management Board are assessed on an

annual basis by the Revision Commission, and then by the cluster entities during the General

Meeting of the Members of the SGPPL Aviation Valley during voting regarding vote of

approval for the Management Board Members for their activities in the previous calendar

year.

6.2 Products & ServicesProducts and services are the essential features for each kind of organisation. In particular

services become more important and recognised increasingly. Therefore service

development which is a more marketing related process and recently service engineering as

well as service design which are in principle more oriented to the traditional product

development cycle are established step by step as procedures for enriching the organisation

with services.

page40 / 116

A cluster is in most cases a service organsiation and therefore the needs of the members

should be met by the current and planned products and services. Furthermore a cluster is an

instrument of the regional and / or national strategic economic development. Thus the

products and services have to face strategic socio-economic challenges, trends and

tendencies, too.

To develop a cluster in a comprehensive, systematic and consequent manner a clear supply

of products and services for the cluster members has to be offered and improved

continuously.

Generally cluster products and services are closely connected and well linked, i.e. to

elaborate a trend radar for the main cluster technologies represents a product whereby the

correspondent workshops and trainings outline specific services.

To follow the service orientation the cluster has to use carefully some appropriate tools,

instruments and methodologies – as already known from product innovation – for new

service launches or for making existing service portfolios more efficient and customer-

friendly. The toolbox is available on the market, but has to be adapted to services´needs and

the specific service process has to be tailor-made for each single cluster.

A proper service development process covers following items:

Service assessment & service strategy

Service creation & service design, including software application

Service launch & service marketing

Service controlling & service monitoring

By comparing and screening sucessfull cluster organisations following services are identified:

Organising conferences and workshops with experts and stakeholders from business,

science and administration to discuss future trends and tendencies

Developing R&D as well technology development projects on regional, national,

European and worldwide level

page41 / 116

Designing and organising of tailor-made training curricula for new technologies (e.g.

smart grid solutions) as well as for requested methodologies (e.g international

innovation management)

Connecting potential market and technology partners including investors for

common developments as well as for opening new markets on national and

international level - support for internationalisation as e.g. market information,

supplier days, study tours a.o.

Providing appropriate information about funding and financing for eco technology

projects on regional, national and European level including a qualified support for the

submission of proposals

ECO WORLD STYRIA, Austria, www.eco.at

This cluster covers 170 member companies within eco technologies. Styrian companies

already are international technology and market leaders in the areas of energy and

environmental engineering. In order to strengthen and develop this position, ECO WORLD

STYRIA supports the companies and the location Styria with basic services and projects with

strategic levers along the growth drivers innovation, know-how, and new markets.

ECO WORLD STYRIA demonstrates an good practice example for service development and

service application. The cluster highlights his strategic postion as a World’s Green Tech

Valley whereby the cluster companies represent world-class companies in the areas of

renewable energy and environmental engineering.

The activities and services for cluster companies aim at increasing the competitiveness and

establishing the cluster / the region of Styria as the No. 1 location for energy and

environmental engineering with the design of significant trends.

In order to be close to the needs of the companies and research institutions, some feedback

loops at regular intervals are establised for the participants of the events, for the members

and stakeholders on a personal level. In particular a very authentic individual approach

http://www.eco.at/

page42 / 116

characterise all the activities of ECO WORLD STYRIA. The cluster members evaluates their

organisation with 1,34 (1=best grade, 5 = worst grade) for the services provided.

The overall cluster motto states „Feel the power of Vitamin C for your company“ (C for

cluster), i.e. that due to a tight contact to all members exclusive and tailor-made services

and projects could be designed, realised and managed.

Some selected examples of this attractive range of services which are offered for free focus

on following cluster member support:

Future trend support: Participation in the design of the location of the future with

new research topics, technological model projects, and co-operation with the

members and stakeholders, developing a Future Radar for the environmental hot

topics regarding technology and market

Strategy support: Consulting on the subjects of national and international markets,

technologies, and co-operation partners tailored to members´ needs

Innovation support: Technology roundtable, innovation potential evaluation,

technology and development partner identification, project development support

Funding support: Appropriate funding as well as the exclusive funding map, selective

investors for environmental engineering innovations

Marketing support: Members´ news and relevant market information in the

newsletter, in the ECO WORLD magazine and on the cluster web page

Consulting support: 50% cost advantages for using specific consultants.

LOMBARDY ENERGY CLUSTER, Italy, www.energycluster.it

The LOMBARDY ENERGY CLUSTER was established by the region of Lombardy and covers

power generation, transmission and distribution. The membership of more than 100

companies (small and medium-sized), 8 universities and research centres, 10 organizations

of the public sector, of not-for-profit bodies and of industrial associations, is acting as a

single focal point representing the energy industry. A number of different actors which are

http://www.energycluster.it/

page43 / 116

asked to create an extended laboratory together with enterprises to develop research,

innovation and training projects.

The key principles of cluster management is that all the cluster decisions are taken by

companies (Cluster Board) and all the projects are realised involving the competencies

within the cluster network.

The Energy Custer hasn’t an internal cluster staff, but it can benefit several advantages from

having as its operative arm Euroimpresa, a territorial development agency, which is member

of the cluster. This allows Energy Cluster to have a lean operative structure and gain from

Euroimpresa experience in terms of project management for financing its activities. In addi-

tion, it supports the cluster for networking and lobby activities thanks to its contacts with

important public authorities and enterprises and know-how regarding the regional produc-

tive system.

The energy cluster works through different operative areas. There are two types of operative

areas: Referred to market areas and cross-sectoral areas. Each area has a clear responsibility

identification in order to promote new projects and initiatives and thanks to an efficient

integration of skills and knowledge between firms and research centers.

Figure 10 Value chain of the Lombardy Enegy Cluster

The energy cluster is a network recognised as a supplier of excellence providing quality

products and services and aimed at consolidating and capture the actual and future

Unfinishedproducts

BasicComponents

Finished ProductsSystems Services

Products used forbasic components

Finished productscomponents / pro-duction facilitiesfittings

Systems and prod-ucts used inpower generationand distribution

Activities, services,processing and prod-ucts for maintenanceand renovation ofproduction facilities

page44 / 116

technical expertise, thanks also to the presence of a large number of research centres and

universities specialised in energy sector. The organisation is an industrial cluster promoted

and supported by important firms which are leaders in the field of energy with the specific

intent to promote and to create an integrated supply chain in different fields of energy plant

investment and to aggregate small and medium-sized enterprises.

The cluster, since its birth, has identified different internal working groups representing the

most important market areas for the cluster. The working groups periodically convened en-

terprises and universities in a specific energy sector in order to develop joint activities as

technology integration and supply integration. This internal organisation fosters a bottom-up

approach which allows the cluster to follow the interests and needs of its members.

The strategic lines for the development of the Lombardy Energy Cluster are as follows:

Added value integration

Internationalisation

Facilitation

Matching

Lobbying

Nowadays the cluster decides to start up a transversal working group for internationalisation

having recognized international activity as one of the most important issues for its members.

Moreover the international strategy of Lombardy Energy Cluster foresees the involvement in

European projects.

For instance Lombardy Energy Cluster promoted this forms of international co-operation by:

Mission in USA-Canada: A delegation of enterprises, industrial associations and

university took part in Boston to the MIT Energy Initiative, met in Toronto the

Ontario Ministry of Energy Research and Innovation; met in Montrèal the Chairman

of Board Italian Chamber of Commerce in Canada.

page45 / 116

Mission to Saint Petersburg: A delegation of 20 enterprises, industrial associations, a

university, 2 chambers of commerce participated in commercial and institutional

meetings

Entrepreneurial mission to Perù, Lima organised by Confindustria, ICE, ANCE and

Club dei 15

Furthermore a web-based platform is under construction which will allow members of Ener-

gy Cluster to share effectively information and business opportunities in a fast and useful

way. The shared information will be almost focused on internationalisation matters for ex-

changing and optimising their knowledge regarding foreign countries (e.g. legislative aspect,

labour issues a.o.). Moreover, trough the platform a forum will be activated for giving to the

companies the possibility to ask suggestions and opinion to other companies with more ex-

perience, regarding critical issues. This is also a strategy to foster depth knowledge of each

other among cluster members.

AVIATION VALLEY, Poland

The Aviation Valley cluster consists at present of almost 100 innovative industrial enterprises

producing an enormous number of aviation products, like spare parts, sub-assemblies and

units to jet engines, airframes and helicopters for the most important world producers of the

aerospace sector. The companies of the Aviation Valley cluster are also producers of final

products, such as airplanes, helicopters as well as numerous light and ultra light aviation

constructions. Many companies of the cluster co-operate with one another in case of

production of the technologically most advanced aviation products. A lot of enterprises

execute also the whole manufacturing process based on their own resources and produce

goods directly to the market. The key action has been to include small and medium-sized

enterprises from the aerospace sector, both with Polish and foreign equity, to the cluster.

Thanks to the inflow of new technologies, the companies will be able to take up selected co-

operation assignments. Execution of such processes stands in fact for moving some value

chain links to the cluster centre. Experience of big industrial clusters show that such actions

page46 / 116

lead to obtaining effects of synergy and notable business advantages in the cluster, which

determines the aerospace industry as a smart specialization of the Podkarpackie Region.

CLUSTERLAND, Austria

The essence of cooperation is encompassing co competitive advantage of cooperating

companies. Since competitiveness of regions is not determined by single companies, but

more and more by the innovation ability of entire industries and branches, cooperations are

essential to improve this ability. With the help of cooperation projects, synergy potentials

can be exploited and thereby not only single companies are strengthened but also the entire

economic structure in a crucial and sustainable way.

In Clusterland target group companies often have high interest in cooperation projects with

other firms or with R&D institutions. An important area of activity for the cluster

organisation is therefore the initiation, development and support of cooperation projects.

These kinds of projects can deal with the areas R&D, Qualification, Production, Organisation,

Marketing, Information Technology, Logistics, Internationalisation

The cooperational model of Clusterland is based on the following pillars:

spirit of innovation

cooperation willingness of companies and institutions

active participation of all players – one „driver“ is often not enough

appropriate organisational structures both at companies and at public institutes.

6.3 Strategy & PlanningSimply put, strategic planning determines where an organisation is going over the next year

or more, how it's going to get there and how it'll know if it got there or not. The focus of a

strategic plan is usually on the entire organisation, while the focus of a business plan is

usually on a particular product, service or programme. There are a variety of perspectives,

models and approaches used in strategic planning. The way that a strategic plan is

developed depends on the nature of the organisation's leadership, culture of the

page47 / 116

organisation, complexity of the organisation's environment, size of the organisation and

expertise of planners.

Figure 11 Schema of the process of strategy creation.

Strategic planning for clusters should cover at least following main fields of activities:

Technology foresight and planning (e.g. strategic and technology roadmapping)

Service engineering and service design (e.g. service development as a countinuous

improvement process)

International project development and multi project management (e.g. how to

design, develop and manage a multiannual roadmap of a bundle of projects)

Human resource development on an internal level and together with cluster

members and partner clusters within a regional, national and European context (e.g.

how to face and meet the technological hotspots with professional development and

tailor-made curricula as well as to foster a common methodological toolbox with

partner clusters and all the member companies and involved RTD organisations)

Funding and financing (e.g. how to meet ongoing situation of decreasing public

budgets)

page48 / 116

PLASTIPOLIS, Rhone-Alpes, France, www.plastipolis.fr

Plastipolis is the only competitive cluster of plastics engineering in France. Located in

Oyonnax, in the so-called Plastics Valley of France, it brings together all the operators in the

sector (companies, R&D centres, training centres, institutional entities) in the Rhône-Alpes

and Franche-Comté regions. Its aim is to promote the expertise of French plastics

engineering companies on a European and international level. As a leading Technology

Cluster for Polymer Industry in France, Plastipolis now regroups more than 320 members

including 210 companies, 70 R&D and training centres and 30 industrial investors.

The main mission of Plastipolis incorporates consistent activities and measures:

to continue to include small and medium-sized businesses within their dynamic,

to retain high technical and industrial requirements,

to network with other French clusters (materials & intelligent polymers, composites

& nano-composites, biomaterials, complex systems & mechatronics, coatings &

paint),

to develop international co-operation.

Regarding strategic planning PLASTIPOLIS set a strong focus on technology planning covering

the strategic line from technology foresight (e.g. Future watch, i.e. elaborated trends and

tendencies for the members, competences´ grids for synergistic and complementary

technologies) to permanent RTD projects according to current respectively identified future

needs and fostering the following innovation process by trainings including intellectual

property rights.

All the activities are well embedded in regional, national and international networks

including a lot of stakeholders, multipliers and potential investors, too. The lesson learnt of

PLASTIPOLIS is the integrated line of strategic planning and their consequent

implementation.

http://www.plastipolis.fr/

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PLATFORM AUTOMATION TECHNOLOGY STYRIA, Austria

This initiave covers more than 60 companies within engineering (e.g. automation,

mechatronics, sensorics) as well as special machinery and plant construction. Together with

the regional chamber of commerce the university of applied science CAMPUS 02 manages

this company driven platform.

In detail a strategic planning process was established which is monitored by regional

stakeholders and leads to key projects covering technology trends. For instance a network

for RFID technical trainings, new applications and business models was started together with

the Technical University Graz, additional research centres, industry and SMEs.

Within this technology niche the region of Styria covers a high percentage of the worldwide

market supported by high tech industry like Infineon, AT & S, AMS, AVL and NXP as well as

highly specialised SMEs. Overall the project demeonstrates how a small cluster and a small

region could foster strategic planning by their technology niches and by pushing their

competences on a significant international world-class level.


The Articles of the Association Aviation Valley Association state clearly basic targets of the

Aviation Valley cluster. Whereas the cluster strategy and programme documents present

both vision and mission of the cluster as well as methods of their execution. Action plans for

particular years, modified on a current basis, are developed by the Management Board and

by the cluster office, and they are passed for consultation, verification and approval by the

cluster entities during the General Meeting of the Members of the Aviation Valley Associa-

tion.

6.4 Human Resources Issues / Skills & QualificationHuman resource development, training of skills and qualification (instruments / tools /

methodologies, content-related issues) for the cluster itself as well as for cluster members

(companies, RTD organisations) have to be established in a strategic manner.

page50 / 116

Beside the general requirement of fostering own human resources as a crucial element of

each kind of organisation nowadays everybody has to face the challenge of demographic

change in all Europe. Thus implies that human resource issues are not any longer a topic

reduced to a single organisation or to a single cluster. It´s far more and already a societal

challenge. Therefore human resource development should necessesarily include full

education cycle in a broad comprehensive manner in the region, too.

Meeting internal demands and needs of cluster staff some advanced clusters set up high

professional cluster academies and summer schools as e.g. Clusterland Upper Austria, REG X

The Danish Cluster Academy, cluster study programme at IESE Business School. Nevertheless

the fluctuation of cluster staff is still problematic which is more or less an organisation

development problem respectively a matter of the regional embedding and stakeholder

setting of the cluster.

For the qualification of their members and for including regional education system

(playschool, primary and grammar school, technical and business colleges as well as

universities) some clusters and technology networks already set up own academies, too.

Wood Cluster Styria, Austria, www.holzcluster-steiermark.at

With over 150 cluster partners along the complete wood value added chain this cluster

counts as one of the strongest networks for wood technology in Europe. As an interface

between economy, science and politics the cluster focusses on supporting the cluster

partner enterprises to optimise their production, innovation and marketing conditions to

conquer new markets with them.

Regarding human resource development, improving skills and qualification an own WOOD

ACADEMY was established in a regionally integrated manner with following offer:

• Future search workshops and conferences

• Trainings for new technical requirements in production, logistics and the relevant IT

environment

http://www.holzcluster-steiermark.at/

page51 / 116

• Innovation management, product and service development

• Qualification for entering new markets including study tours

• Trainings to improve the personal skills like eg. facilitation, leading cross-cultural

working groups

• Co-operation with stakeholder organisation to approach the regional education

partners for common project activities

In the meanwhile the WOOD Cluster Styria already spreads specific training cycles to the

relevant market areas in Southeast Europe to train future co-operation partners.


Co-operation with educational units and co-operation of R&D institutions with cluster partic-

ipants is one of the most important priorities of the Aviation Valley. All key companies of the

cluster appointed their selected employees to act as contact persons in their everyday con-

tacts with universities, R&D institutions and local educational units. It turned out to be a very

effective solution that ensures uninterrupted co-operation of educational units, R&D organi-

sations and other cluster participants, as well as creating added values by these three men-

tioned stakeholders under the operations of the Aviation Valley. At the level of universities

and R&D institutions, co-operation of entrepreneurs and researchers under the Centre for

Advanced Technologies “Aeronet - Aviation Valley” and organisation of the “Aviation Valley

Day” at various universities of technology in the South-Eastern Poland on a cyclical basis -

are of great significance. Researches that have been carried out among the cluster compa-

nies show that the aerospace industry in Poland will need thousands of highly qualified em-

ployees in the coming years. Information regarding personnel needs is passed to the authori-

ties of the Rzeszów University of Technology and other universities of technology that edu-

cate future engineers in various aerospace specialisations, inclusive of aerospace construc-

tors. Promotional activities are carried out and young people from the region are being en-

couraged to select engineering studies. The following initiatives are carried out: Cool physics

page52 / 116

in middle schools, Suggestion in secondary general education schools, or University of tech-

nology for children that is addressed to the pupils of the first few classes of the primary

schools. Key aerospace companies belonging to the “Aviation Valley” cluster make it also

possible for the students of the universities of technology to undergo training or placement

at various positions in the companies from the aerospace industry. At the level of secondary

technical colleges, the co-operation with educational institutions is effected mostly through

the agency of the CEKSO Operators Education Centre and Regional Centre for Transfer of

Modern Technologies of Manufacturing that was created under the cluster operations, in

close co-operation with the regional and local self-government authorities.

6.5 Finance & FundingThe monitoring of the situation regarding financing and funding of clusters in Europe shows

up two mainstreams. On one hand some regions still prefer an intensive funding by public

budget and on the other hand some clusters are obliged by their owners and public stake-

holders to gain a high rate of so-called self-financing, i.e. financial contribution by member

fees, through organising workshops, trainings and projects, providing fee-based services as

well as participating in funded projects.

These two aspects of financing and funding also imply different situtions of influencing the

strategies and operative measures of the clusters. The more public budget the cluster gets

the more significant conditions are set by the public owners and their stakeholder organisa-

tions. Thus the cluster is more or less a policy driven instrument respectively organisation. In

case of a high „self-financing“ rate which also consists at least indirectly in several cases of

public money (e.g. projects, trainings) the members paying the fees or co-financing the pro-

jects want to govern, pilot and navigate the content in the strategic and operative context,

too.

Both mainstreams have obviously some advantages and benefits as well as some restrictions

and bottlenecks regarding the management of a cluster organisation. One fact is that the

ultimate dream of public administration of almost 100% self-financing after five to seven

years of the cluster´s life is definitely not possible since clusters should keep their role of

page53 / 116

fostering and facilitating economic and technological competitiveness in the region and con-

sequently in united Europe.

Searching for good practice cases for finance and funding in the cluster world leads to quite

similar results. Out of lot of possible examples the cases of TIS Techno Innovation South-

Tyrol, ECO WORLD STYRIA and AC (Automotive Cluster) Styria are selected for being worth to

be recommended. In detail the financing and funding consists of several elements as follows:

The clusters are 35% to 65% publically funded depending on the stage of develop-

ment of the cluster and concerning the specific features and characteristics of the

approached technology sector, i.e. some technologies are easier to manage properly

and gain demonstrable results quicker than others.

About 10% to 35% are covered through funded projects from regional, national and

European programmes.

Till 20% are earned from charged precompetitive services.

Up to 15% are provided from member fees.

Recently some clusters (e.g. ECO WORLD STYRIA, AC Styria) invites leading companies

or representative companies of the cluster technologies to join the cluster organisa-

tion as a partner whereby the intended effect aims more at integrating them for the

strategic planning than at financial contribution.


Aviation Valley - key factors and actions:

Obligation of paying membership fees is a motivating factor that verifies involvement and

credibility of the cluster actors.

Fee level depending on employment in the companies.

Effectiveness in obtaining EU funds mostly by participation in innovative international pro-

jects.

Co-operation agreements regarding promotion of the Province of Podkarpacie and the city

of Rzeszów ensuring additional funds for the cluster.

page54 / 116

The basic source of financing of the cluster activities are the fees paid by the members of the

association. The amount of the fees depends on the employment level in the companies that

have the status of the association supporting members. In line with the statute, the sources

where the assets of the AVIATION VALLEY Association originate from are: membership fees,

donations, bequests and heritages as well as inflows from the statutory activities of the As-

sociation. The funds for the cluster activities may be derived from, for instance, fees from

and donations made by cluster members, donations made by other entities, from domestic

and foreign donations, from the allocated funds of the cluster entities. Inflows from the

statutory activities of the Association may be derived from income on its own business, in-

come generated on the property of the Association, etc. A method of financing of common

undertakings is determined separately for each assignment. The costs of such an undertak-

ing may be, for instance, financed in whole by the cluster members, or may be covered with

donations or by external sponsors. Some initiatives taken within the cluster are additionally

supported in organisational and financial terms by the key companies of the cluster. These

are such initiatives as, for instance: University of Technology for Children, CEKSO Operators

Education Centre, training of teachers of secondary technical colleges, etc. The Association

has executed projects financed with EU funds and with public funds. Projects execution

made it possible to increase employment in the Association Bureau up to four FTEs and to

cover some of the operating costs of the bureau and some of the cost related to execution

of the statutory activities. It is an important element of the organisational development of

the cluster and it contributes to intensifying its activities. Below, there are a few examples of

the executed projects that contributed to cluster development and which strengthened its

financial standing.

“Development and promotion of the cluster of aerospace companies of the Province of Pod-

karpacie” project was executed under INTERREG III C ADEP with the partner regions from

Finland and Ireland.

“Development and promotion of trans boarder Polish – Ukraine aerospace cluster” was exe-

cuted under INTERREG III A / Tacis CBC 2004-2006.

page55 / 116

Foresight project “Directions of development of the technology of materials for the AVIA-

TION VALLEY cluster” was executed under the Sectorial Operational Programme “Increase of

competitiveness of the entrepreneurs”, Action 1.4: “Strengthening of the co-operation be-

tween the research and development area and business”.

At present, the cluster is executing 3 international projects: Enterprise Europe Network,

CNCB - Cluster and Network Cooperation for Business Success in Central Europe and FP7

CARE- Clean Aerospace Regions. The Cluster Bureau acts also as a Sectorial Contact Point of

7. Framework programme. In 2012, SGPPL Aviation Valley signed an agreement on promot-

ing the Province of Podkarpacie and the city of Rzeszów, which will ensure additional funds

for the cluster bureau. Appropriate, long-run financial policy guarantees funds for and prop-

er staffing of the cluster organisation for at least three years.

page56 / 116

7 DESCRIPTION OF PILOT CLUSTERS & OPTIMISATION PLANSThe major goal of work package 4 is the optimization of three selected pilot clusters. Thefirst step involved in this endeavour was the identification of suitable pilot initiatives.

Selection of the pilot clusters was a two stage process, shown below, and required a writtenconsent/declaration of candidate cluster managers declaring their readiness to be opti-mised.

Clusters for optimisation action:

1. First stage - on-line survey

2. Declaration of readiness to be optimised

3. Second stage – “in-depth” interview

4. Three cluster for pilots

After the first on-line survey in all respective regions, the following clusters were selected tobe involved in “in-depth” interviews:

Austria

• Verein me2c - (micro) electronic cluster

• RTCA- Rail Technology Cluster Austria

• IT-Cluster Vienna

Czech Republic

• CzechBio

• Klastr výrobc obal , družstvo

Hungary

• STD AV industry Cluster

• South-Transdanubian Cultural Industry Cluster

• South-Transdanubian Mechanic Cluster

page57 / 116

• Biotechnology Innovation Base Cluster

• STD Cultural Industry Cluster

Slovenia

• ICT Technology Network Institute

• Construction Cluster of Slovenia

Slovakia

• Cluster Smolenie

• Z@ict cluster

• BITERAP

• BALNEA

Italy

• Lightning cluster

• Eyeware cluster

• Carousel cluster

• Distretto Aerospaziale

• Poli auto

Poland

• Wschodni Klaster Informatyczny

• Vistula River Valley RES Cluster

• Euro Centrum Cluster of Energy Saving Technologies

• Life science

• Nutribiomed

• Pomerania ICT

Finally, after the evaluations of “in-depth” interviews, a subsequent Project Partners discus-sion during the Technical Meeting in Pecs, and According to the methodology stated in sec-

page58 / 116

tion II, three following suitable cluster initiatives were selected to participate in WP4 pilotoptimisation activities.

Clusters for the WP4 pilot action:

• Biotechnology Innovation Base (HU)

• Tourism Cluster Smolenice (SK)

• Euro-Centrum (PL)

Experts for optmisation plans in each cluster:

- Mr George Szekeres (HU)

- Mr Peter Filo (SK)

- Mr Slawomir Olko (PL)

These 3 clusters described below are being optimized in the course of the project:

- Tourism Cluster Smolenice – Slovakia

Tourism Cluster Smolenice TCS was founded as a registered association (Act 83/1990) on

23/03/2010. It has 25 members, including the municipal office, and majority of entrepre-

neurs in tourism services from the village. There hasn´t a member from the research or aca-

demic sphere, there work only a few advertising agencies and information offices in the clus-

ter. The main group of members included also entrepreneurs in the catering and accommo-

dation services

The management of TCS is by default - General Assembly elects the Executive Board shall

exercise all such activities. The Executive Board currently has five active members. The Su-

pervisory Board has three members.

The village of Smolenice has more than 3300 inhabitants. In addition to local dining and food

outlets here is located the Chemolak Smolenice – a producer of paints and varnishes with a

European scope.

page59 / 116

The competition situation is not very favourable for tourism activity in the region. Smolenice

has some attractions, but there are other and more significant municipalities and tourism

attractively points of view or experiences f.e. the towns Pezinok and Modra as a wine centre

or castle ervený kame . These entire centres are more popular during their regular public

events and happenings. Smolenice is a village which way someone passes only, not one of

traditional event is connected with it.

Now works only one subject Small Carpathian Wine Route SCWR in the region, other tourism

clusters would be prepare to the date of validity of new tourism act # 91/2010 at 1th De-

cember 2011. The advantages SCWR are in the structure of regular events across the whole

region and calendar and in the good product strategy and common activity of the members,

which are the wine producers. The events generate revenue and skills for the management

of SCRW and give very convenient position for the next activities.

Summary we can say, that the TSC is standing on 1-day tourism only, without own profes-

sional strategy, marketing tools and profitable products for the conceptual working on the

tourism inlands and international market. Positive side of TCS is the structure of members

that includes the critical groups for preparation of own local tourism products.

The TSC needs to transform to the Destination Management Organisation DMO that would

be prepare the local tourism products for defined segment, target groups and markets. For

this step must be engage some specialist for creation of the products next than a group of

TSC intern staff that would business with the collection of own products. The main stream of

products in the TSC competence is management of some typical and regular events, which

include the village and regional potential.

Currently the tourism business group of Smolenice use 1-day products only f.e. lunch, din-

ner, weddings, workshops, meetings. At best is the longest stay of visitors 1-2 nights only as

conference event of SAS. Even here it may be organised lower than 20 events per year with

utilisation of 10% the accommodation capacity of the Castle Pension SAS.

page60 / 116

The total accommodation capacity in all units of Smolenice gives more than 45 thousand

nights per year in standard quality. The TSC has here a big potential for preparation of new

strategy.

- Euro-Centrum Cluster of Energy Saving Technologies – Poland

At present Euro-Centrum Cluster of Energy Saving Technologies has no legal form. The clus-ter has been established in 2007. The formal coordinator of the cluster is Euro-Centrumgroup – limited liability company that operates:

• science and technology park,

• industrial park.

The infrastructure is localized in Katowice of the parks have been financed by structuralfunds. At present the Euro-Centrum park has:

• 6ha of restored land,

• 21.000 m2 space for business premises,

• 70 business entitles localized in the park,

• Over 700 jobs in the park.

The entitles forming the cluster approved the general agreement (application) which is the

legal base for cooperation. Up to now the cluster coordinator and cluster members do not

intend to establish formal structure (associacion, company etc).

Euro-centrum cluster is focused on implementation of energy saving technologies in modern

construction. There are over 60 institutional members of the cluster – most of them are in-

novative companies. The institutional coordinator of the cluster - Euro-centrum technology

park in Katowice provides very good infrastructure for the cluster: offices, conference room

and demonstrating energy-saving structures. Cluster has very good relations with regional

academic environment – leaders of the thematic groups are the scientist affiliated with

page61 / 116

univeristies of skie and Ma opolskie voivodeship. There are 5 thematic groups within the

cluster, connected with different technologies:

• Architecture and planning

• Construction materials and technologies

• Heat pumps

• Solar systems

• IT and control systems

A fundamental feature of the Cluster is to enable an integration of industry and science rep-resentatives. There are 5 people appointed for the cluster activity. The cluster has no adviso-ry board.

The main product of cluster members is low-energy house and all relevant product and ser-vices adding value (ex. project, materials, technologies) to the main product, namely:

• Architecture and planning – offer of the architecture (sustainable design, Sustainablearchitecture, zero-energy and energy-plus buildings)

• Construction materials and technologies (recycled materials, energy-saving materials,building glass)

• Heat pumps – technologies and installations for small buildings

• Solar systems – solar thermal collector, solar panels - products for different type ofbuildings

• IT and control systems – intelligent installation for different types of buildings

Product and services of the Euro-Centrum cluster:

• meeting space for the cluster members, especially in thematic groups

• group consulting for the cluster members,

• exhibition space for cluster members in technology park.

page62 / 116

The preparation of the knowledge management system for the cluster is in progress. Thesystem will be based on the future knowledge needs of the cluster members.

For the future activities is planned:

• demonstration space for the cluster members,

• laboratories (inc. living-lab) – R&D facility for the cluster involving the academic insti-tutions,

• consulting (financing eco-innovation).

At present cluster has no formal strategy. Main goal of the cluster is to integrate of the sec-tor of low-energy house. There are basic cluster activities:

• lobbying in the fields of technology – cluster intend to be the clear “voice” of the low-energy building sector

• investment – consulting and supporting in financing investment in low-energy sector,

• optimisation of standards,

• product certification,

• joint investment.

It will be very important in the future to establish accepted by the members cluster strategy.This activity, based on cluster mapping will be the element of individual optimisation activi-ties for the cluster.

The cluster has no financing from external side. All kinds of cluster activities is financed bythe cluster coordinator from its own sources.. There are some activities of coordinator ori-ented on supporting cluster members in obtaining external financing on energy-efficientproject. These are individual project, not involving the network of other cluster members.

- Cluster Biotechnology Innovation Base – Hungary

- Legal form: association

- Focusing: company-driven including R&D-driven

- Organization: the internal structure is covering the value chain associated procedures

and participating companies are classed according to their special competences and practic-

page63 / 116

es. Players other than SME are involved as external partners and are organized by cluster

management company Pécs Health Industry lnnovation Centre.

The solid foundation of the Biotechnology lnnovation Base (BIB) cluster is an almost 20 years

old collaboration of 4-5 smali companies created by university teachers and researchers in-

terested in diagnostics especially in which immunological methodology is essential, e.g. im-

muno-morphology, immun-serology, flow cytometry, etc. This network corresponded to a

system of local productivity, and was operating during 12-15 years. Some companies were

interested mostly in design and production of reagents for diagnostic use with light micros-

copy and histo-technology, like Histopathology, Ltd., for research use like Pannonia Research

Park, Ltd, and ImmunoChem, Ltd., for flow-cytometry, like Soft Flow Hungary, Ltd., or simply

in local sales, like Szkarabeus, Ltd.

Their lawful association was created in 2005, then the cluster was founded by 15 member

companies, all of SME categories. The cluster was registered as accredited innovative cluster

in 2008.

Actually, the 25 member companies are SMEs except for one big company, and they are rep-

resenting R&D, design, production and sales of in vitro medical devices including diagnostics,

consumables, laboratory instruments. All of their products are developed in mutually bene-

ficial multidisciplinary cooperation in accordance to innovative competence of members -

freguently calling in other partners including research laboratories and / orcompanies -, e.g.

some companies are involved in antibody production, others in registration, marketing,

packaging and sales, etc.

Technology transfer and mobility of researchers are covered by cooperation agreement of

the cluster management, the Pécs Health Industry lnnovation Center and the University of

Pécs. Marketing strategies are supported by a Benchmarking Club accessible for non-

member institutions, too. Training courses are mostly organized by the cluster companies in

collaboration with faculties of University of Pécs, especially with Faculties of Economics and

Medicine. Financing of the projects was designed on a diverse background; the members

page64 / 116

own resources are completed with State and EU supports, bank loans, and unfortunately,

only in very small proportion with working capital.

The market is stable, it is part of the in vitro diagnostics market with increasing diagnostic

procedures drive demand1. Especially the mono - and polyclonal antibodies, as well as, en-

gineered clonal variants are marketable.

A COG like regional cluster network is under development involving clusters, local chambers

of commerce and industry, Universities of Pécs and Kaposvár, Regional lnnovation Agency,

Office for Cluster Development (sub-unit of Hungarian Economic Development Center),

Hungarian lnvestment and Trade Agency, Hungarian lnnovation Association, etc. These play-

ers are forming a Regional lnnovation and Technology-transfer Forum (RITF) to specify the

South-Trans-Danubian Cluster Network. In our economic and political environment, and con-

sidering the heterogeneous characteristics of local clusters, organization of inter-cluster as-

sociations is preferred.

7.1 Optimisation Plan for Pilot Cluster “Tourism Cluster Smolenice – Slo-vakia”

7.1.1 IntroductionWe selected as an example of very specific tourist clusters in western Slovakia. It is a com-

munity Tourism Cluster Smolenice. Its specification based on the fact that this cluster is

brand new, is only founded in 2010 and limited only to the regional village of Smolenice. It

includes the government of Smolenice and entrepreneurs mainly in tourist services; overall,

it's about more than 20 members. Why choose this cluster? The village of Smolenice has

moved very rich history with the castle and eagle family Pálfy. The castle is administered in

the presence of the Slovak Academy of Sciences (SAS), but is also open to the public. The

village is located in the Little Carpathian Wine Route and is a tangent between two of the

most dynamic regions of Slovakia - Bratislava and Trnava region.We defined and elaborated

optimisation plan for this cluster optimisation. This plan includes specific optimization tools

page65 / 116

and methodologies that are approved in practice for the sustainable development of cluster

initiatives.

Table 25 SWOT Analyse of Tourism Cluster Smolenice

Strengths Weaknesses

Local cluster with exact aims of members

Dynamic management

Village dominants of castle

Strong historical persons – Lord Pálfy, Štefan Bani -inventor of the parachute

Good connectivity to the cities

Small plane airport availability

Member of Small Carpathians Wine Route

Little local nature attractiveness – cave, hills

3D virtual internet presentation

Region with low tourism classification of Slovakia –category C

Bad local infrastructure

Low skills in the international tourism marketing andstrategy

No typical tourism product of region

No cooperation with international tour operators

Opportunities Treats

Be as a national centre of aviation and parachutehistory and reality

Participate in the DMO system with state subsidies

Open the tourism potential to the international avia-tion and paragliding clubs and theirs members

Low investment potential for the infrastructure

Low quality and quantity of accommodation serviceand capacity – needs min. of 20000 overnights peryear

Low skills in the international tourism marketing andstrategy

We focus on the standard areas of cluster management, making use of conclusions of the

SWOT analysis of these areas:

- ORGANIZATION & STRUCTURE

- PRODUCTS & SERVICES

- STRATEGY & PLANNING

page66 / 116

- HUMAN RESOURCES ISSUES/ SKILLS & QUALIFICATION

- FINANCE & FUNDING

7.1.2 Organization & StructureTourism Cluster Smolenice TCS was founded as a registered association (Act 83/1990) on

23/03/2010. It has 25 members, including the municipal office, and majority of

entrepreneurs in tourism services from the village. There hasn´t a member from the

research or academic sphere, there work only a few advertising agencies and information

offices in the cluster. The main group of members included also entrepreneurs in the

catering and accommodation services (Table 26). The management of TCS is by default -

General Assembly elects the Executive Board shall exercise all such activities. The Executive

Board currently has five active members. The Supervisory Board has three members.

The village of Smolenice has more than 3300 inhabitants. In addition to local dining and food

outlets here is located the Chemolak Smolenice – a producer of paints and varnishes with a

European scope.

The competition situation is not very favourable for tourism activity in the region. Smolenice

has some attractions, but there are other and more significant municipalities and tourism

attractively points of view or experiences f.e. the towns Pezinok and Modra as a wine centre

or castle ervený kame . These entire centres are more popular during their regular public

events and happenings. Smolenice is a village which way someone passes only, not one of

traditional event is connected with it.

Now works only one subject Small Carpathian Wine Route SCWR in the region, other tourism

clusters would be prepare to the date of validity of new tourism act # 91/2010 at 1th

December 2011. The advantages SCWR are in the structure of regular events across the

whole region and calendar and in the good product strategy and common activity of the

members, which are the wine producers. The events generate revenue and skills for the

management of SCRW and give very convenient position for the next activities.

Summary we can say, that the TSC is standing on 1-day tourism only, without own profes-

sional strategy, marketing tools and profitable products for the conceptual working on the

page67 / 116

tourism inlands and international market. Positive side of TCS is the structure of members

that includes the critical groups for preparation of own local tourism products.

Table 26 Table Members of Tourism Cluster Smolenice

Section GastronomyMember web

Havran Pub www.havran-pub.skPizzery Halenár www.halenar.netRestaurant K+H www.gastromenu.skPension Kumana www.penzionukumana.skRestaurant EDEN www.pizzaeden.szm.skPT – Net www.pt-net.skWine Shop Galéria www.vinoteka-galeria.skPub Pod GaštanomKoliba Pub www.kolibapodzamkom.szm.skPension KONIARE www.penzionkoniaren.sk

elco s.r.o. www.vcelovina.sk

Section AccommodationMember web

Castlle SAS Smolenice www.kcsmolenice.sav.skGarni Hotel SOLMUS www.hotelsolmus.skPension Vila Agnes www.penzion-agnes.skPension STRECHAJ www.strechaj.skPension Steak House www.steakhouse.szm.skRO-Záruby, Jahodník www.zaruby.skBIODREV s.r.o. www.biodrev.sk

Section ServiceMember web

Village Smolenice www.smolenice.comAGROTURISTIKA www.galloway.skINFOTOURS www.infotours.skUNISERVIS-Advertising www.chrvala.skTibi Slovakia www.tibislovakia.szm.skŠPOTPARTYSHOW www.spotpartyshow.skCave Driny www.ssj.sk

7.1.3 Best Practice: Structure & OrganisationFor the optimisation of structure and organisation we suggest follow principle:

http://www.havran-pub.sk/

http://www.halenar.net/

http://www.gastromenu.sk/

http://www.penzionukumana.sk/

http://www.pizzaeden.szm.sk/

http://www.pt-net.sk/

http://www.vinoteka-galeria.sk/

http://www.kolibapodzamkom.szm.sk/

http://www.penzionkoniaren.sk/

http://www.vcelovina.sk/

http://www.kcsmolenice.sav.sk/

http://www.hotelsolmus.sk/

http://www.penzion-agnes.sk/

http://www.strechaj.sk/

http://www.steakhouse.szm.sk/

http://www.zaruby.sk/

http://www.biodrev.sk/

http://www.smolenice.com/

http://www.galloway.sk/

http://www.infotours.sk/

http://www.chrvala.sk/

http://www.tibislovakia.szm.sk/

http://www.spotpartyshow.sk/

http://www.ssj.sk/

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Figure 12 Product management in tourist sector

The TSC needs to transform to the Destination Management Organisation DMO that would

be prepare the local tourism products for defined segment, target groups and markets. For

this step must be engage some specialist for creation of the products next than a group of

TSC intern staff that would business with the collection of own products. The main stream of

products in the TSC competence is management of some typical and regular events, which

include the village and regional potential.

7.1.4 Products & ServicesCurrently the tourism business group of Smolenice use 1-day products only f.e. lunch,dinner, weddings, workshops, meetings. At best is the longest stay of visitors 1-2 nights onlyas conference event of SAS. Even here it may be organised lower than 20 events per yearwith utilisation of 10% the accommodation capacity of the Castle Pension SAS (Tab 27).

The total accommodation capacity in all units of Smolenice gives more than 45 thousandnights per year in standard quality. The TSC has here a big potential for preparation of newstrategy.

As we have seen SAS is the events leader in Smolenice and they organise only science eventssuch conference and workshops. A little local competition is the Garni Hotel Solmus with 1or 2-days workshops for management or staff groups.

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Table 27 Utilisation of Accommodation Capacity SAS in 2009

Activity 2009 Number Person AccommodationConference SAS 18 535 710Other conference 22 850 1444Recreation SAS 1 55 238Other activity 12 987 0Total Utilisation 2009 53 2427 2392Total Capacity -Potential 25 500Difference 23 108

The village self-government prepares 6 events per year only mostly as 1-day event (seeVillage Events Plan for 2011).

Other organisation outside Smolenice organise more tourism events that include the TSCservice itself, but they are 1-days too, f.e. Wine Route, Bicycle Route etc.

Best Practice: Cooperation Model

The standard village and country tourism strategy based on the possibility to organize at

least one event per month and one favorite event as own brand per year. While it is recom-

mended use the nearly and significant symbols of locality – natural traits, historical heritage,

progressive element for outdoor or culture, specifically hobbies or important personalities.

As the new concept of product structure for TSC we recommend preparation of such events

they include primary potential of village Smolenice it is standing on a ground and now

existing units so without new investment issues (Tab 28). As the key element for preparation

of bearing more days events construction we want to use the birth of Mr. Štefan Bani - the

inventor of the parachute born in Smolenice. He is the important personality which is

directly connected to this village. Second great name from this region is family Palfy, the

eagle from the least feudal history.

Both personalities give us very good start point for preparation on a new structure of the

village events. This structure may be completed with the existing self-government events

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and in this case can TSC organise at least one event per month whilst each event would take

more than 2 days. Other weekends remain open for local visitors of nature, castle and cave.

Table 28 The New Events Structure for TSC

TOPIC Main PROGRAM Additional Program ORGANISATION

Historical Celebrity Top InternationalEvent Local Events Cooperation

Stefan Banicinventor of the para-

chute

4 days happening forscience, producer

and user ofparachute and

paraglidingyearly

National paraglidingweekend

with Wine RouteEventsspring

Historical Heritage Smolenice be as acentre of

parachute andaviation science

in connection withpopular outdoor

activity as

paragliding,glider flying

National bicycleweekend with local

gastronomyCastle of Smolenice summer

Currently Activityand Organisation

National glider andballoon flying

weekend with Wine RouteEvents

SASTSC

Small plane airportWine Route

autumn

National eaglegastronomy

weekend with localgastronomy

winter

Best Practice: Marketing & Public Relations

For the new structure of main and additional events TSC can prepare new concept ofmarketing tools include of communication strategy to the target groups. To this step werecommend the cooperation with universities, their students can create the structure ofevents and marketing tools.

The management of TSC must be ready to implement the marketing strategy to the targetgroups and we definite next structure of them:

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Figure 13 Characteristics of the events attracting visotors

Top International Event Local Events

national parachute clubsparachute clubs EUuniversity of aviationscientific organisation in aviationand parachute

national parachute clubsnational bicycle clubsclubs from nearly markets – CR,PR, MRgastronomy specialist

This classification of target groups is an introduction for preparation of the effectivecommunication strategy too.

Best Practice: Qualification / Events

The work of communication must be responsible with the structure of TSC executive staff.This needs new reinforcements as a permanently staff or better as a cooperation businesspartner f.e. national and international tour operators or travel agencies.

7.1.5 Strategy & PlanningThe clue of new strategy is a structure and schedule of top, additional, regional and localevents. The strategy includes follow concepts:

Product Concept – as a structure of events;

Service Concept – system of responsibility, quality and prices for the event management;

Cooperation Concept – preparation of contracts, benefits and commitments;

Communication Concept – selection of media and PR activity under target groups location;

Products Concept

Service Concept

Cooperation Concept

Communication Concept

Internal PR Concept

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Internal PR Concept – preparation of information system to the members of TSC, security

and village inhabitants for their readiness to the change and may be

stress by most crowd events.

7.1.6 Human Resources Issues / Skills & Qualification

TSC includes currently 3 executive worker, they aren’t permanent staff only as entrepre-

neurs and executive board members. It needs separate at best external group of specialist

for preparation and implementation of a new strategy. We suggest here the cooperation

with universities and vocational schools in the region. F.e. the diploma students of the Busi-

ness Faculty of Economics University Bratislava may be as strategically partners by the prep-

aration of the strategy, marketing tools for events and communication with target groups.

By the events management can help the students of regional Hotel Academy.

Best-Practice: Qualification

For the management prepares the Commerce Chamber Bratislava a training course in the

CNCB project with international partners in European Union. This way is a chance to create

new contact to the foreign partner too.

7.1.7 Finance & FundingTSC has currently the member fees as one financial resource only. In the future it must be

support the budget for the implementation of the marketing strategy and communication

with target groups. There are next issues for the growth of budget resource:

Act # 91/2010

Members Fee

EU Founds

Transformation on DMO and open to the state supportbased on accommodation tax

Specifically found of members fees for the first top in-ternational event preparation

Preparation of a packet of cross board cooperation pro-ject with the financing support by ETC

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7.1.8 ConclusionsCluster mapping

Cluster mapping presents the structure (formal and informal) of the cluster; for Tourism

Cluster Smolenice we prepared a system of own international, national and regional events

during the year. Primary must be created a concept of one international 4-days event to the

topic „Mr.Banic and Parachute”, which organization may take over 6 to 9 months. For each

season must be prepared a specifically national or regional event in connection to the natu-

ral or historical potential, f.e. gliding, bicycling and gastronomy. The event collection will be

added with existing municipal events and TSC can operate during the all year with this prod-

uct portfolio.

For effective and successful organization of them TSC needs new structure of partners and

help subjects. There are challenges for the University and Hotel Academy in region as well as

other partnerships with tour operators and professional clubs.

These partnerships help to eliminate the cost and prepare the direct communication system

to the target groups on national and international level. For some events TCS can use the

grants from EU or cross board cooperation. After system verification will be open to com-

merce relations with the professional tour operators and travel agencies.

Figure 14 Concept of the cluster optimisation

SponsoringImportant industry and business partner in the section

aviation and parachute

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7.1.9 Schedule for optimisation planActivity Deadline

Cluster SWOT 30 October, 2011

Study visit in Aviation Valley in Rzeszów – meeting of Centre of Ad-vanced Technologies Aeronet (1÷2 persons representing the cluster).Areas of interest:

Cooperation with universities and R&D institutionsCooperation with high schoolsWorkshop „possibilities of project financing”

December 2011

Transformation TCS under the Act # 91/2010 - connectivity to the statefinancial support

January 2012

Elaboration of draft concept of the international top event - headline,structure, content, partners, target groups research

April 2012

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Summary meeting (cluster manager, thematic groups animators, ex-ternal experts)

May 2012

Individual field of cluster optimisation based on mapping the compa-nies specializations and their relations in the cluster

May 2012

(mapping –December 2011)

7.2 Optimisation Plan for Euro-Centrum Cluster of Energy Saving Technolo-gies – Poland

7.2.1 IntroductionFirst goal of WP4 – Cluster Optimisation / action 4.3 – Pilot 1: Cluster Optimisation is todefine and elaborate optimisation plans for the selected pilots. These plans should includespecific optimization tools and methodologies that are approved in practice for thesustainable development of cluster initiatives.

In the following you will find different descriptions of tools and methodologies, which areassigned to the fields of the survey within the regional cluster analysis:




- HUMAN RESOURCES ISSUES/ SKILLS & QUALIFICATION

- FINANCE & FUNDING

7.2.2 Organization & StructureEuro-Centrum Cluster of Energy Saving Technologies

http://www.euro-centrum.com.pl/

ul. Ligocka 103, 40-568 Katowice, Poland

Cluster manager: Magdalena Daczy ska

http://www.euro-centrum.com.pl/

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At present (September 2011) Euro-Centrum Cluster of Energy Saving Technologies has nolegal form. The cluster has been established in 2007. The formal coordinator of the cluster isEuro-Centrum group – limited liability company that operates:

science and technology park,

industrial park.

The infrastructure is localized in Katowice of the parks have been financed by structuralfunds. At present the Euro-Centrum park has:

6ha of restored land,

21.000 m2 space for business premises,

70 business entitles localized in the park,

Over 700 jobs in the park.

The entitles forming the cluster approved the general agreement (application) which is the

legal base for cooperation. Up to now the cluster coordinator and cluster members do not

intend to establish formal structure (associacion, company etc).

Euro-centrum cluster is focused on implementation of energy saving technologies in modern

construction. There are over 60 institutional members of the cluster – most of them are in-

novative companies. The institutional coordinator of the cluster - Euro-centrum technology

park in Katowice provides very good infrastructure for the cluster: offices, conference room

and demonstrating energy-saving structures. Cluster has very good relations with regional

academic environment – leaders of the thematic groups are the scientist affiliated with

univeristies of skie and Ma opolskie voivodeship. There are 5 thematic groups within the

cluster, connected with different technologies:

Architecture and planning

Construction materials and technologies

Heat pumps

Solar systems

IT and control systems

page77 / 116

A fundamental feature of the Cluster is to enable an integration of industry and science rep-

resentatives. There are 5 people appointed for the cluster activity. The cluster has no adviso-

ry board.

Figure 15 shows the existing relations between cluster members. Dotted line presents the

formal relation (declared agreement). Solid line presents existing projects carried within the

cluster members. This diagram is based on the information of the animators and during the

optimization should be improved.

Figure 15 Network of cooperation in the Euro-centrum cluster

Legend:

Cluster coordinator Company

Business supporting institution R&D institute

University

Heatpumps

Solarsystems

IT and BuildingManagement SystemsConstruction materials and technologies

Architecture andplanning

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The expectation of the cluster manager refer to the analysis for improving networking activi-ty between cluster members. That is why it is recommended to proceed cluster mappinganalysis. Cluster mapping presents the structure (formal and informal) of the cluster, it couldbe an element of the part Organisation and Structure in WP4. There are 3 suggested ele-ments for cluster mapping:

Relations – declared cooperation between actors,

Specialization – declared specialization (excellence) of the actor,

Level of excellence – declared or assessed by the cluster actors

Factorconditions

Demandconditions

Related andsupportingindustries

Company strategy,structures and

competitionCoincidence

State

Factor conditionsVery strong academic and R&D institutions in the regionGrowing funds for investment and modernization of the infrastructureHigh rank of the region in attracting investmentExisting networks of cooperation in the regionLocalisation on the cross of IIIrd and VI Pan-European corridors

Demand factorStrong local and domestic marketPossibilities on the foreign markets

Related and supporting industriesCompetent local suppliers

page79 / 116

Cooperating clusters in region: 3x20 – knowledge cluster in GliwiceCompany strategy, structures and competition

Low number of huge investment in infrastructure with implementation of energy savingtechnologiesCompetition among construction companies – very rare using of consortium in obtainingcontracts nor public-private partnershipMultinational companies in building industry – cluster members interested in promotingtheir own technologies and technical standards

Best Practice: Structure & Organisation COG

The best practice for structure and organisation is Clusterland Ober sterreich GmbH – thenetwork of six sectoral clusters in Upper Austria.

The elements adoptable for the Euro-Centrum cluster:

Implementation of value-chain: cluster mapping - cluster policies – cluster

management

Increasing competitiveness through the process of network innovation – regional

cooperation – in fact this goal is implemented in Euro-centrum strategy

Matrix-servicing – cooperation between sectoral clusters and intersectoral networks:

human resources, design&media, energy.

7.2.3 Products & ServicesThe main product of cluster members is low-energy house and all relevant product andservices adding value (ex. project, materials, technologies) to the main product, namely:

• Architecture and planning – offer of the architecture (sustainable design, Sustainablearchitecture, zero-energy and energy-plus buildings)

• Construction materials and technologies (recycled materials, energy-saving materials,building glass)

• Heat pumps – technologies and installations for small buildings

• Solar systems – solar thermal collector, solar panels - products for different type ofbuildings

• IT and control systems – intelligent installation for different types of buildings

page80 / 116

Product and services of the Euro-Centrum cluster:

meeting space for the cluster members, especially in thematic groups

group consulting for the cluster members,

exhibition space for cluster members in technology park.

The preparation of the knowledge management system for the cluster is in progress. Thesystem will be based on the future knowledge needs of the cluster members.

For the future activities is planned:

demonstration space for the cluster members,

laboratories (inc. living-lab) – R&D facility for the cluster involving the academic

institutions,

consulting (financing eco-innovation).

Best Practice: Cooperation Model COG

The best practice for product and services is Cluster cooperation projects (CCP) in UpperAustria.

The elements adoptable for the Euro-Centrum cluster:

Adaptation of cooperation process and supporting tools for it

Adaptation of rules regarding joint projects (taking into consideration the regional

conditions) - ex. at least one SME in project – optimisation of partner structure in the

project

Implementing “active networking” for cluster members

page81 / 116

Best Practice: Marketing & Public Relations

Implementation of best practices in Marketing and Public Relation regarding:

Official cluster values: vision and mission statement,

Rules of using cluster brand by cluster members

Joint presentation on domestic and international trade fairs

Enforcing the regional sector by regular promotion events

Best Practice: Qualification / Events

Implementation of best practices in qualification development and training events:

Development of well-qualified personnel of the cluster,

Establish a plan of activities developing the qualification of cluster personnel

7.2.4 Strategy & PlanningAt present cluster has no formal strategy. Main goal of the cluster is to integrate of the sec-tor of low-energy house. There are basic cluster activities:

lobbying in the fields of technology – cluster intend to be the clear “voice” of the low-

energy building sector

investment – consulting and supporting in financing investment in low-energy sector,

optimisation of standards,

product certification,

joint investment.

It will be very important in the future to establish accepted by the members cluster strategy.This activity, based on cluster mapping will be the element of individual optimisationactivities for the cluster.

7.2.5 Human Resources Issues / Skills & QualificationCluster has 5 persons working for the cluster, however there is not their primary job. Thereis no plan of HR development. For the future development it will be important to formulatethe plan of development HR in the cluster.

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Best-Practice: Qualification COG

Best practice of Clusterland in Trainig and HR development adoptable in Euro-Centrumcluster:

Job Descriptions - development of each jobs/position description in the cluster with

needed qualification,

Establishing the HR development plan for the cluster – with general rules for

developing qualifications,

In the future – establishing the levels of qualifications of cluster employees

(Binnenpatent, Küstenpatent, Hochseepatent, Project Manager)

7.2.6 Finance & FundingAt present the cluster has no financing from external side. All kinds of cluster activities isfinanced by cluster coordinator. There are some activities of coordinator oriented onsupporting cluster members in obtaining external financing on energy-efficient project.These are individual project, not involving the network of other cluster members.

Establishing effective finance strategy will be key element of the Euro-Centrum clusterdetermining the future existence and prosperity.

Best-Practice: Financing COG

Financing practices adaptable for Euro-centrum cluster:

Establishing the plan of financing – sources, application, realization

Establish the portfolio of paid services for cluster members

Implementing the financial instruments (Controlling, Annual financial cycle -

“Jahreszirkel”)

Distribution of revenues – on the next step of establishing cluster financing strategy

The main challenge for the financing the cluster is no direct support for clusters in the initialstage of development – main problem of the clusters in Poland. Moreover in financingprojects the coordinator has to deal with de-minimis support – some of the support are nottaken because of the de-minimis rules.

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7.2.7 ConclusionsPlanned optimization detailed activities for Euro-Centrum cluster:

Activity Deadline

Cluster SWOT for Euro-Centrum elaborated by manager and externalexpert

30 October, 2011

Study visit in Aviation Valley in Rzeszów – meeting of Centre of Ad-vanced Technologies Aeronet (1÷2 persons representing the cluster).Areas of interest:

Cooperation with universities and R&D institutionsCooperation with high schoolsWorkshop „possibilities of project financing”

December 2011

Supporting organization of joint projects 7FP and 8FP (2014–2020) –meeting with cluster members

To be set up –(Jan-Feb 2012)

Summary meeting (cluster manager, thematic groups animators, ex-ternal experts)

May 2012

Individual field of cluster optimisation: mapping the technological spe-cializations and existing relation in the cluster – towards the strongnetworks able to implement joint R&D projects

May 2012

(mapping –December 2011)

The result of pilot optimization activities will be the handbook, which will be the practicalknowledge support for other clusters in cluster management. The deadline of realization:May 2012.

7.3 Optimisation Plan for Cluster Biotechnology Innovation Base – Hungary

7.3.1 Introduction

First goal of WP4 - Cluster Optimization / action 4.3 - Pilot 1: Cluster Optimization is to define

and elaborate optimization plans for the selected pilots. These plans should include specific

page84 / 116

optimization tools and methodologies that are approved in practice for the sustainable

development of cluster initiatives.

In the following you will find different descriptions of tools and methodologies, which are

assigned to the fields of the survey within the regional cluster analysis:




- HUMA RESOURCES ISSUES/ SKILLS & QUALIFICATION

- FINANCE & FUNDING

7.3.2 Organization & Structure

- Lega form: association

- Focusing: company-driven including R&D-driven

- Organization/organigram: the internal structure is covering the value chain

associated procedures and participating companies are classed according to their

special competences and practices. Players other than SME are involved as external

partners and are organized by cluster management company Pécs Health Industry

lnnovation Centr , Inc. (PEIK) in the environmental networking structure

- Please refer the attached study document (lndividual draft pilot optimization plan)

containing management and motivation

Best Practice: Structure & Organization COG

COG like regional cluster network is under development involving clusters, local chambers of

commerce and industry, Universities of Pécs and Kaposvár, Regional lnnovation Agency,

Office for Cluster Development (sub-unit of Hungarian Economic Development Center),

Hungarian lnvestment and Trade Agency, Hungarian lnnovation Association, etc. These players

are forming a Regional lnnovation and Technology-transfer Forum (RITF) to specify the South-Trans-

page85 / 116

Danubian Cluster Network. In our economical and political environment, and considering the

heterogeneous characteristics of local clusters, organization of inter-cluster associations is

preferred.

7.3.3 Products & ServicesBase of the cluster Biotechnology lnnovation Base (BIB) is an almost 20 years old

collaboration of 4-5 smali companies created by university teachers and researchers

interested in diagnostics especially in which immunological methodology is essential, e.g.

immuno-morphology, immun-serology, flow cytometry, etc. This network corresponded to a

system of local productivity, and was operating during 12-15 years. Some companies were

interested mostly in design and production of reagents for diagnostic use with light

microscopy and histo-technology, like Histopathology, Ltd., for research use like Pannonia

Research Park, Ltd, and ImmunoChem, Ltd., for flow-cytometry, like Soft Flow Hungary, Ltd.,

or simply in local sales, like Szkarabeus, Ltd.

Their lawful association was created in 2005, then the cluster was founded by 15 member

companies, all of SME categories. The cluster was registered as accredited innovative cluster

in 2008.

Actually, the 25 member companies are SMEs except for one big company, and they are

representing R&D, design, production and sales of in vitro medical devices including

diagnostics, consumables, laboratory instruments. All of their products are developed in

mutually beneficial multidisciplinary cooperation in accordance to innovative competence of

members - freguently calling in other partners including research laboratories and / or

companies e.g. some companies are involved in antibody production, others in

registration, marketing, packaging and sales, etc.

Technology transfer and mobility of researchers are covered by cooperation agreement of

the cluster management, the Pécs Health Industry lnnovation Center and the University of

Pécs. Marketing strategies are supported by a Benchmarking Club accessible for non-

member institutions, too. Training courses are mostly organized by the cluster companies

in collaboration with faculties of University of Pécs, especially with Faculties of Economics

page86 / 116

and Medicine. Financing of the projects was designed on a diverse background; the

members own resources are completed with State and EU supports, bank loans, and

unfortunately, only in very smali proportion with working capital.

The market is stable, it is part of the the in vitro diagnostics market with increasing

diagnostic procedures drive demand1. Especially the mono- and polyclonal antibodies, as

well as, engineered clonal variants are marketable2.

For mor details please refer the attached study document (Individual draft pilot

optimization plan) containing Market Analysis.

7.3.4 ConclusionsChapters in optimization of BIB - Following the WP4 lnterview

1. Built-up methodology for better practice to obtain updated informations

about market needs.2. Consolidation of the cluster management organization for better incubator

activities.3. Continuous selection and motivation of member companies for faster

implementation of their projects.

Study Schedule (1) - Term: September 15, 20113

1. Chapter 1: relevant market definition i.e. geographical, economic, medical, social

characters

Built-up methodology for better practice to obtain updated informations about

market needs. Market analysis is the basis of the methods of market vigilance. The

statistical data collection is not enough, however, it is very important for market

selection, further analysis and in defining actions. BIB cluster obtains a lot of data,

and is optimizing their use.

The international, both European and external markets are very large with a stable

growing potential. Product categories of cluster BIB are well defined and belong to

the main categories of IVD medical devices.

page87 / 116

Subjects for optimization:

• methods for market vigilance especially for products and sen/ices,

• benchmarking based on strategy and planning activities and with close

relation to financing,

• launching new project to development, design, production and sales of new

products based on standardized planning and reasonable financing.

2. Chapter 2: determination of available and missing incubator functions

Consolidation of the cluster management organization for better incubator

activities

Cluster BIB founded with participation of the local university (University of Pécs),municipalities (Council of City of Pécs), public body (Chamber of Commerce and Industry ofPécs - Baranya) and Pécs Industrial Park (now: Pécs Holding, Inc), as well as with some SMEand individuals the Health Industry lnnovation Center of Pécs, Inc. (PEIK) as its managementorganization and operator of an SME incubator house.

Some of management functions are well working in hands of PEIK, however, membercompanies are demanding other sen/ices. Goal of optimization:

• For optimization of cluster management activities, items actually resolved by

cluster member companies should be analyzed and they are subjects of

recommendations.

In the organization and structure we need to find the related elements, and to attach themto human resources.

3. Continuous selection and motivation of member companies for faster implementation oftheir projects

Continuous selection and motivation of member companies for faster implementation oftheir projects

A project-oriented communication may be the best method for motivation of clustermember companies.

Optimization protocol:

• sections of both intemal and extemal communication methods should be

page88 / 116

related to projects based on collaboration of cluster members. We need to find

the structural procedures to support marketing i.e. benchmarking, selecting

best practice examples from existing products, as well as, to standardize

qualification claims.

To obtain good basie informations about world class cluster level entities, we need thelicense of use of the “White Paper - The Emerging of European World-Class Clusters” (EuropaInterCIuster, 2010).

page89 / 116

8 DESCRIPTION OF IMPLEMENTATION

8.1 Euro-Centrum Cluster of Energy Saving TechnologiesTable 29 SWOT Analysis after plan implementation

Opportunities Threats• formal energy requirements for newly con-

structed buildings• rapid growth of interest in energy conservation

topics

• investors focus on value - the price, not theoperating costs

• low awareness of the idea of energy-efficientbuildings

• poor staff background (medium and lower per-sonnel)

Strengths Weaknesses• active and competent coordinator• clearly defined specialization• the identity of the cluster combined with the

image of Euro-Centrum• as the only one in the region has separate

thematic groups, animated by separate ani-mators

• low level of trust between the partners of thecluster

• lack of perspective thinking (short-term think-ing, expecting immediate results)

• lack of cluster awareness: why? with whom?for what reason?

Strengths

Major strength of the cluster is the competent and well-known coordinator: Euro-centrumscientific and technology park. During the few years of activity the coordinator was able tocreate relations with most important actors involved in regional energy saving constructionsector. The specialization of the cluster is clearly defined (energy-saving building) and repre-sented by 6 thematic groups. Cluster has relatively strong identity combined with the imageof Euro-centrum Scientific park.

Weaknesses

Weaknesses of the cluster occurs significantly when expectation of the coordinator weredifferent form expectation of the cluster member. Short period of cluster activity and lownumber of joint projects is not so important factor encompassing trust among cluster mem-bers. This problems make the cluster actors to short-time thinking. All this problems goesback to the main goals of the cluster and its vision and mission. The questions: why? withwhom? for what reason? Are still actual for Euro-centrum cluster.

page90 / 116

Opportunities

For the Euro-centrum cluster still exist very promising opportunities connected with energysaving challenges that occur in different sectors. Very promising is construction sector inPoland and in Europe (beyond 2018 every public building must be energy-saving – similar inother European countries). Energy saving problems are available also in other sectors andthey are connected with economic effects for the involved companies. That is why businessmodels connected with energy saving solutions are very attractive for business environment.

Threats

The most important threat concerns total value of the investment. In case of the most ofdevelopers financing structures in Poland, the operational costs of maintaining the building,including cost of energy, are still less important.

The awareness of low energy building, especially in the environment of developers and in-vestors is not very high. In case of public investors the most important is total cost of build-ing, not the total cost of maintenance of the building.

Very significant threat is also lack of competent personnel for energy saving building sector.

Summary of the SWOT Analysis

According basic issues of the SWOT analysis we can indicate the key challenges for the Euro-Centrum cluster:

• Raising awareness about the importance of energy conservation issues, based on activeparticipation of customers, e.g. office buildings or passive buildings

• Creating a living lab, as a base for research and promotion• Development of a joint offer, based not only on the presentation of the potential of clus-

ter and its members, but also actively engaging potential customers in improving solu-tions for energy conservation

• Internationalization of cluster activities - planned participation in international projects• building a strong brand and cluster identification with the established vision (identity)• developing a strong position of the cluster on the international market as a key partner

in projects concerning renewable energy

Activities planned as the result of CNCB project optimisation

As the result of the cluster optimisation plan as the product of CNCB project, the followingplans has been formulated (tasks by the end of 2012 – the plan was verified by cluster ani-mator in december 2011):

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reorganization – verification of cluster member’s activity,mapping the specialisation (level of excellence) of the cluster members and creationof the matrix of competences,optimization of activities around main specialization of the cluster – oversectoral or-ganization of key activities of the cluster,creation of technology observatory with knowledge repository (service for the clustermembers).

Independently of planned above activities the two new project groups have been estab-lished in the cluster connected with two topics:

passive building,co-generation of energy.

Table 30 Evaluation of activities planned in optimization plan in CNCB project

Optimization activities for 2012

Plan realizationreorganization – verification of clus-ter member’s activity

Partly realised – the meetings with cluster members ena-bled the verification of member status as well as estab-lishing new potential project for the cluster members

mapping the specialisation (level ofexcellence) of the cluster membersand creation of the matrix of com-petences,

Not realised – the questionnaire for assessing member’sspecialisation has been developed but the interviews withthe members are not realises

optimization of activities aroundmain specialization of the cluster

Not realised – current activities of the cluster are moreimportant than oversectoral key activities

creation of technology observatorywith knowledge repository

Not realised – cluster members are not involved in theobservatory, treating it as the project of the coordinator.The key person responsible for the project has maternityleave. At present the project is suspended.

Establishing two new projectgroups: passive building, co-generation of energy

Realised – the groups have been established howeverthey are rather small (up to 5 members) and not stronglyinvolved in the cluster activities

Studies have shown that the increase, which was the characteristic feature of the clusterespecially until the year 2011, unfortunately, was not continued in 2012. The summary ofthe cluster activity over the past 4 years is shown in Table 31.

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Table 31 Euro-Centrum Cluster of Energy Saving Technologies performance evaluation

2009 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsOrganization & StructureAn issued initiative set up in 2007. Thecluster was formed as a consequence ofpreviously formed joint projects carriedout by the European Centre. Agreementbetween companies, research and devel-opment units, industry foundations work-ing for the development of energy effi-cient technologies and energy conserva-tion in buildings. A technological, innova-tive cluster, based on benefits of scale,Danish model. Science and TechnologyEuro-Centrum Park is the coordinator ofthe cluster. 14 companies and researchand development units operate within thecluster.

The cluster functions as a technologicalcluster with clearly defined specialization.Science and Technology Euro-CentrumPark, is the institutional coordinator of thecluster, which finances its activity. In addi-tion, there is one coordinator, who alsoserves as an animator of the thematicgroup whose activity is centered aroundthe implementation of the main objec-tives of the cluster. It cooperates with theremaining 4 animators. Regular (annual,quarterly and project) meetings are held.They allow for the implementation of jointprojects. The cluster is funded by the pro-ject of Euro-Centrum Group.

A dynamically growing clusterneeds to develop a proper man-agement system, unfortunatelythematic groups are at differentstages of development, making itdifficult to develop a coherentapproach to the management ofthe structure. The difficulty laysin the releasing of 3 animators.

Structure development assump-tions, unfortunately, failed. Theissues that should be mentionedare confusion in the structure ofthe cluster coordination, resigna-tion from the animator,s theemployment of new people,which enforces the creation ofnew social relations.

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2009 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsProducts & ServicesInitially, the cluster gathered organiza-tions of relatively homogenous structureconnected with the technology of heatconversion (heat pumps) and solar ener-gy (solar and photovoltaic panels).What takes place is the development ofthe specialization, which is centeredaround five thematic groups: architec-ture and planning, construction, renewa-ble energy, IT and control systems. De-veloping the guidelines of the joint pro-ject: Innovative Energy-Saving Building.

Cluster identifies its specialization based onhorizontal relationships, which is based onwidely understood energy conservation.The key challenges for the cluster are: rais-ing awareness about the importance ofenergy conservation issues, creating a liv-ing lab, as the background for research andpromotion, development of a joint offer,internationalization of cluster activities,building a strong brand and cluster identifi-cation with the established vision, develop-ing a strong position of the cluster in theinternational market as a key partner inprojects concerning renewable energy.

Actions taken by the cluster area continuation of the work, buttheir growth rate is much lower.Started in early 2012, actionsaimed at the commercializationof construction projects havefailed due to the resignation ofentrepreneurs to work withScience and Technology Park,caused, among others, by re-leasing branch animators andthe lack of projects that meetthe needs of members. Mem-bers of the connection were notinterested in funding even partof the proposed projects; thechanges in the managementand coordination of the clusterwere also not accepted.

Planned activities focused onstrengthening the market posi-tion and creating living labs arebased on the works on jointproducts. Unfortunately this topicis not continued. An importantissue is the fact that public fi-nancing of (ROP, IEOP) jointproducts does not allow per-formers - members of the projectto create joint ventures, such asthe construction of a laboratory,because the assumption is thatthe members of the project arethe beneficiaries. It has consider-ably limited the works, which canonly reach the project stage.

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2009 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsStrategy & PlanningLack of cluster strategy, but the potential ofthe group was encouraged for further actionsconnected with the creation of partnershiprelations. The organizations were ‘getting toknow one another’, i.e. owners, managers,representatives of the organizations had theopportunity to get to know each other andexchange ideas by the indicated specializa-tion. Declarations of new members, meetingsand project ideas were the evidence of thedevelopment of the cluster initiative not onlyin the region

No formulated strategy, but the mission of thecluster is develop the industries and domesticmarket in the field of energy conservation andutilization of renewable energy sources. Themain objectives of the cluster are: the promo-tion and development of solutions for energyconservation, exchange of knowledge and ex-perience and the implementation of joint pro-jects in the field of energy-saving technologies.Operational activities based on regular meet-ings, study visits and trade missions, joint pro-jects and marketing activities allow to evaluatethe cluster as one of the fastest growing clus-ters in the Silesian Voivodeship. The activity ofthe cluster is dependent on the engagement ofthe coordinator, however, increasing mobiliza-tion of companies is visible. Consequently,cluster strategy aims at gathering knowledge(gaining talents and investors) and energy-efficient solutions (living labs) to establish andmaintain significant international position ofthe cluster.

No formulated strategy, but a de-veloped concept – a network oflinks based on the value chain. Theconcept was discussed, but ulti-mately not accepted.

The dynamics of the cluster devel-opment was visible at the beginningof the year. What deserves specialattention is the concentration ofplayers around the specialization andfive industry groups. Unfortunately,focusing particularly on the econom-ic benefits, especially on the side ofthe coordinator made it difficult towork out a coherent plan for clusterdevelopment. The activities includedin the optimazation project con-cerned: lobbying in the fields oftechnology, consulting and support-ing in financing investment in low-energy sector, optimisation of stand-ards, product certification, jointinvestment. However, they were notimplemented.

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2009 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsHuman Resources Issues / Skills & QualificationEuro-Centrum Group is the coordinatorof the cluster. Cluster consists of 14 or-ganizations: companies, R & D units,foundations operating in the industryrelated to the acquisition of renewableenergy and its conservation in the build-ings. Moreover, the cluster cooperateswith five universities (3 in the SilesianVivodeship, one in Warsaw and one inKrakow).

61 organizations operate within the clus-ter, of which 47 are companies, 3 universi-ties, 5 research institutions and 6 businessinstitutions. The institutional coordinatorof the cluster is the Science and Technolo-gy Euro-Centrum Park, 5 animators wereappointed, one for each specialization.Among the animators, one is the coordina-tor of all activities of the thematic groups.

70 entities have been operatingin the cluster, the number ofanimators has been reduced,mainly due to lack of funds.

This area, which shaped theoverall system of connections be-tween entities in the cluster, hasbecome a key weakness. The factis that networking skills essentialfor the development of relationalcapital, have been completelyignored in the process of clusterdevelopment. The level of trust islow, based primarily on the rela-tions with the coordinator.

Finance & FundingWithin the activity of the cluster semi-nars, conferences, joint trade missionsandvisits to national and foreign fairs areorganized. Financing of these activities isbased on partial participation of the enti-ties. Innovative Energy-Saving Building isnot the result of the work of the clusteronly, but also the whole Euro-CentrumGroup.

In terms of the undertaken activities inten-sive work on applying to activities 5.1.OPIE, 1.3. RPO and FP7 has began. Unfor-tunately, a number of formal restrictionscaused particular discouragement andincapacity.

Lack of funding for the activityof the cluster and supportingthe animators results in signifi-cant restrictions, including per-sonnel issues.

A key element of "strategic im-pass" which the cluster happenedto reach has revealed the prob-lem of cooperation, which isweak with no public support.

Source: self elaboration (monitoring and evaluation of optimisation plan)

Conclusion

Despite the indicated poor results connected with the cluster development, the activitiesstill focus on the following:

joint business and technological projects – the result of cooperation between scienceand business organizations is to be a new idea, innovation or technology; moreover,joint projects can be also carried out with reference to joint logistics, organizing spe-cialized trainings, purchase of raw materials, etc.mating partners - by participating in the cluster meetings, participants have the op-portunity to meet the representatives of energy-saving technology industry. Enter-prises, research and development units, universities, and foundations operating inthe sector participate in the KTE seminars;raising funds for the development of the cluster - cluster membership allows to applyfor funds collectively. So far, the cluster has applied to programs related to the de-velopment of relationship structures. Currently, attempts are being made with regardto funding the development of technologies and productsthe development of substantive in the cluster and improving the level of technologyin the companies - activities supported through the organization of specialized train-ing and professional counseling; the key element in the development of competenceshould be visits to foreign companies and centers of innovation in the construction ofenergy-efficient buildings.creating a common brand – within the Euro-Centrum Energy Saving Technology Clus-ter, the companies together with research institutions, universities and foundationsare under a common brand. Slow development of the cluster brand takes place.Infrastructure development - apart from production and laboratory facilities used inthe activity of the cluster organizations, it is necessary to create a shared experi-mental testing ground - living labs, under which it will be possible to test products re-sulting from the activity of cluster members.

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8.2 Biotechnology Innovation Base ClusterSWOT analysis for the Biotechnology Innovation Base Cluster covers all of the three fields ofpilot optimization plan, so it will contain the strengths, weaknesses, opportunities andthreats of cluster related in vitro diagnostic (IVD) medical device market, incubator functionsand communication methods.

Table 32 SWOT analysis after implementation BIB Cluster

Strengths WeaknessesIVD market:• detailed market studies are available,• some of the cluster member companies

have their own experiences, cooperation,products and sales

• innovative developments are in progress,• clear strategy for next developments for

next 5 years,• certified quality management system.

Incubator functions:• available workspaces on a rental basis,• mutual collaborations basis of cluster mem-

bers.

Communication methods:• both internal and external communication

methods.

IVD market:• limited financial opportunities,• weak home market analysis,• weak participation on home market.

Incubator functions:• lack of some incubator services (IP, etc.).

Communication methods:• information don't spread well.

Opportunities ThreatsIVD market:• Europe on the 2. place of market,• big industrial especially pharmaceutical

stakeholders need collaboration with SMEsin histology and cytology fields,

• only few medium-size companies are on themarket,

• world financial crisis resulted a strongerprice/quality ratio – based market.

Incubator functions• strong collaborations with external partners,• cluster management organization strongly

conducted by cluster.

Communication methods:• innovative ideas,• good relation with local media.

IVD market:• new player on the market,• customers are difficult to be convinced,• new competitors,• big competitors with unlimited financial back-

ground.

Incubator functions:• availability of services maybe too late.

Communication methods• misunderstanding between cluster member

companies.

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Between strengths on the field of IVD market cluster can mention that more detailed marketstudies are available for it, which they used for example to the optimization too, but clusteralso used them for the marketing and business plans for each cluster members. It's a verygood point for this cluster, that the cluster member companies have all own experiences,cooperation, products and sales on the market, because the most of them are working onthe field mostly for a few years. Innovative developments are always proceed during thenew ideas. Thanks to the advanced projects cluster has also a clear strategy for the next de-velopments, too for about the following 5 years.

Strengths in the incubator functions are that the workspaces are all on a rental basis in theold Innovation Center, so the each cluster members must not care alone about this. Manyincubator functions are realized on a mutual collaboration basis of cluster members, for ex-ample club life, many fields of training, financing, motivation and sales of projects and riskanalysis.

Touch the strengths of the communication methods, cluster has several of them which weuse for the internal and for the external communication, too.

Cluster’s members are mostly for a long while popular, but the cluster exists just since 2005,so it isn't very known jet, except maybe the South-Transdanubian region. Cluster has limitedfinancial opportunities, because the members are mostly SMEs with low budget frame.There is a weak home market analysis, so it can't really help our work, we need more infor-mation and we must get them ourselves. The weak participation on the home market is alsoa big problem for us, customers very much like foreign companies and their foreign prod-ucts.

The weakness in the incubator functions is the lack of the incubator services due to unre-solved financing, for example the lack of patent Attorney in the region.

In the communication methods one weakness is for example that the information don'tspread very well. Although we have cluster-meetings and case / project discussions, themembers often don't come to this. The same situation is with the newsletters and e-mails,the feedback in the most cases is lower than it should be. Instead this, the external commu-nication goes much better, but for its popularity the activity of the members is absolute nec-essary.

Cluster can take advantage of opportunities on the IVD market that Europe is on the 2. placeof the whole IVD market and in the three main categories for its, in immunochemistry, inhistology and cytology and in microbiology culture, too. One next opportunity is that theparent company of our biggest cluster member, Roche Hungary, Ltd. is leader nearly on thewhole IVD market, except one filed, histology and cytology, where our SMEs are very good.So Roche needs the collaboration with our SMEs and this factor can be a big springboard for

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us in the market activity. This market there are just only few medium-size companies, whichgives their products mostly for lower prices than the big companies, so maybe cluster canuse this point for an advantage to win the most customers for its. One more viewpoint canbe, that the word financial prices resulted a stronger price/quality ratio – based market,which our SMEs can fit good.

The opportunity in the incubator functions field can be for example the collaborations withour external partners. It means more years long contact with health-care institutes on theSouth- Transdanubian region and with the external partners of the cluster, engineering, elec-tronic, informatics and mechanic companies. The cluster management organization, HealthIndustry Innovation Center of Pécs, Inc. is strongly conducted by the cluster. It can help thedevelopment of the cluster during its work with some main universities of the region andwith governmental actors, industrial parks and with the chamber of commerce and industry.

On the field of the communication methods, we have a few innovative ideas, which aremodern and usable for the older and the younger generation, too. We have also a good rela-tion with the local media, the TV comes to us regularly to report from the current and thefuture developments of the cluster and we give more interviews to the professional maga-zines, too.

One big threat of our cluster based on the IVD market are those customers, who are verydistrustful with our products, just because the lower prices. They think, if they an expensiveproduct buy, then become they a much better quality. They don't care about the price /quality ratio. They mean a very strong barrier for us. It can be a further threat, if new com-petitors come to the market. It's a bit calming, that it isn't very easy to fit these market for anew company. A bigger problem is, that there are more big competitors who have an unlim-ited financial background, so they have an easier way to be market-leaders.

Based on the incubator functions threat is that the availability of the services is maybe toolate.

In the communication methods we always must care about the misunderstanding betweenthe cluster member companies. Some of them are from the same of from a very similar fieldof the market. From this reason they can be maybe competitors to each other, so it's a hardtask to save the friendship. Optimal are those collaborations which allows the competitors inthe cluster to share their knowledge in the interest of a new innovative development. In thiscase they can good complete each other in their strengths and weaknesses.

The summary of the cluster activity over the past 4 years is shown in Table 33.

Table 33 Biotechnology Innovation Base performance evaluation

2005 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsOrganization & StructureBase of the cluster Biotechnology Innova-tion Base (BIB) is an almost 20 years oldcollaboration of 4-5 small companiescreated by university teachers and re-searchers interested in diagnostics espe-cially in which immunological methodol-ogy is essential, e.g. immuno-morphology, immun-serology, flow cy-tometry, etc. This network correspondedto a system of local productivity, and wasoperating during 12-15 years.Their lawful association was created in2005, then the cluster was founded by 15member companies, all of SME catego-ries. The cluster was registered as accred-ited innovative cluster in 2008.

In 2011, the 25 member companies wereSMEs except for one big company, andthey are representing R&D, design, pro-duction and sales of in vitro medical de-vices including diagnostics, consumables,laboratory instruments. All of their prod-ucts are developed in mutually beneficialmultidisciplinary cooperation in accord-ance to innovative competence of mem-bers – frequently calling in other partnersincluding research laboratories and / orcompanies –, e.g. some companies areinvolved in antibody production, othersin registration, marketing, packaging andsales, etc.Technology transfer and mobility of re-searchers are covered by cooperationagreement of the cluster management,the Pécs Health Industry Innovation Cen-ter and the University of Pécs.

Cluster BIB founded with participation of thelocal university (University of Pécs), municipali-ties (Council of City of Pécs), public body(Chamber of Commerce and Industry of Pécs –Baranya) and Pécs Industrial Park (now: PécsHolding, Inc.), as well as with some SME andindividuals the Health Industry Innovation Cen-ter of Pécs, Inc. (PEIK) as its management or-ganization and operator of an SME incubatorhouse.Some of management functions are well work-ing in hands of PEIK, however, member com-panies are demanding other services. Goal ofoptimization:For optimization of cluster management activi-ties, items actually resolved by cluster membercompanies should be analyzed and they aresubjects of recommendations. In the organiza-tion and structure cluster needs to find therelated elements, and to attach them to humanresources.

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2005 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsProducts & ServicesSome companies were interested mostlyin design and production of reagents fordiagnostic use with light microscopy andhisto-technology, like Histopathology,Ltd., for research use like Pannonia Re-search Park, Ltd, and ImmunoChem, Ltd.,for flow-cytometry, like Soft Flow Hunga-ry, Ltd., or simply in local sales, likeSzkarabeus, Ltd.

Products and services of cluster Biotech-nology Innovation Base belong to morecategories from the list, immuno chemis-try, hematology, infectious immunology,microbiology culture and histology –cytology. Some of these categories arestrengths of the cluster (immuno-chemistry, histology).

Built-up methodology for better practiceto obtain updated information aboutmarket needs. Market analysis is thebasis of the methods of market vigilance.The statistical data collection is notenough, however, it is very important formarketselection, further analysis and in definingactions. BIB cluster obtains a lot of data,and is optimizing their use.

Created within the WP4 individual opti-mization pilot plan, the BIB Cluster Com-mission of New Technologies consists oftechnologists and other technical special-ists representing particular companiesand institutions in order to identify, im-plement and develop key technologiesfor the cluster needs. In the near futurethe technology foresight project shouldbe launched by the BIB cluster based onAviation Valley’s methodology and bestpractices presented during the WP4 pilotplan activities. Participation in Best Prac-tices Study Visit to Poland during theinternational conference organized byLife Science Cluster in Krakow combinedwith a series of meetings with variousscientists and entrepreneurs enabled theBIB cluster to determine of availablenew incubator functions for their ownapplications.

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2005 – thebeginning

2011- before optimisation 2012 – optimisation plan Optimisation effects

Strategy & PlanningThe market is stable, it ispart of the the in vitrodiagnostics market withincreasing diagnosticprocedures drive de-mand. Especially themono- and polyclonalantibodies, as well as,engineered clonal vari-ants are marketable.Marketing strategies aresupported by a Bench-mark Club accessible fornon-member institu-tions, too.

The international, both European and externalmarkets are very large with a stable growing po-tential. Product categories of cluster BIB are welldefined and belong to the main categories of IVDmedical devices. Subjects for optimization:• methods for market vigilance especially for

products and services,• benchmarking based on strategy and planning

activities and with close relation to financing,• launching new project to development, design,

production and sales of new products based onstandardized planning and reasonable financing.

WP4 Best Practices Study Visit to Poland during the international con-ference organized by Life Science Cluster in Krakow combined with aseries of meetings with various scientists and entrepreneurs enabledBIB cluster to show their offer to a wide range of potential partners orcustomers. Other WP4 activities have been focusing on improving prac-tices to obtain updated information about the market crucial for BIBcluster needs and developments, namely related to vitro diagnostics (IVD ) as well as its main characteristics if .The global IVD market1 con-tains seven parts: clinical chemistry, immuno-chemistry, hematology,infectious immunology, microbiology culture, histology and cytologyand genetic testing. Products and services of cluster BiotechnologyInnovation Base belong tomore categories from the list,immuno-chemistry,hematology, infectiousimmunology, microbiologyculture andhistology –cytology. Some of these categories are strengths of theclus-ter (immuno-chemistry,histology). Internal communication involves thecommunication that exists within a cluster and can take many forms. Inorder to effectively engage in two-way symmetrical communication,communication is essential internally. During WP4 pilot plan implemen-tation, the Biotechnology Innovation Base Cluster has used the follow-ing types of internal communication.1. Cluster-meetings - cluster management organizes regularly meetingsfor cluster members as personal contact between.2. Case / Project discussions3. Newsletter to cluster-members - cluster has an own internal newslet-ter system.Human Resources Issues / Skills & Qualification

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Training courses aremostly organized by thecluster companies incollaboration with facul-ties of University of Pécs,especially with Facultiesof Economics and Medi-cine

A project-oriented communication may be the bestmethod for motivation of cluster member compa-nies.Optimization: sections of both internal and exter-nal communication methods should be related toprojects based on collaboration of cluster mem-bers. Cluster needs to find the structural proce-dures to support marketing i.e. benchmarking,selecting best practice examples from existingproducts, as well as, to standardize qualificationclaims.

4. Contact via e-mail5. Website to publish6. Share point - the cluster has an own Internet-based document shar-ing page, which is available for every cluster-member.External communication covers how a cluster interacts with outsidetheir own organization. This may be with the public, employers, com-munity organizations, local authorities, job centers, funding bodies,specialist agencies and other training providers. After the WP4 optimi-zation process, the Biotechnology Innovation Base Cluster uses thefollowing types of external communication:1. Image-logo The BIB cluster has a logo that symbolized the net of thecluster-members.2. Website ( www.bibnet.hu)3. Newsletter - cluster has an external newsletter.4. Advertisements - cluster uses this form of promotion to familiarizethe products of the cluster companies to the customers.5. Articles /Reports - cluster is active in using all opportunities to giveinterview to newspapers, magazines.6. Exhibitions - in the health-care sector, presentations on exhibitions isindispensable. This can be a meeting point with potential customers, soyearly we go on a few exhibitions and conferences, and often takepresentations on professional events.7. Brochures - cluster publishes short prospectus can summarize activi-ties of cluster member companies.8. BIB cluster T-shirts.

http://www.bibnet.hu)/

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2005 – the beginning 2011- before optimisation 2012 – optimisation plan Optimisation effectsFinance & Funding

Financing of the projects wasdesigned on a diverse back-ground; the members ownresources are completed withState and EU supports, bankloans, and unfortunately, onlyin very small proportion withworking capital.

All of cluster activities arefinanced and conductedby cluster member com-panies on a mutual col-laboration basis.

During the WP4 individual pilot plan implementation, the BIB clusterparticipated in a series of listed below workshops and study visits toPoland and Austria related to the topic of “Finance & Funding” the clus-ter management together with WP4 experts elaborated some schemesthat should be helpful in the near future to improve the cluster mem-bers financing through increasing their market activities domesticallyand internationally.

participating in a workshop on possibilities of cluster projects financ-ing from regional, national, interregional and European levels, orga-nized by the Aviation Valley Cluster in Rzeszow, Polandparticipating Best Practices study visit to Cluster Land in Austra in-cluding participation of BIB cluster managers in the training providedby the Cluster Academy concerning various aspects of effective clus-ter management and obtaining funds for cluster activities.participating in WP4 Best Practices Study Visit to Krakow, Poland dur-ing the international conference organized by Life Science Clustercombined with a series of meetings with various scientists and entre-preneurs enabled BIB cluster to show their offer to a wide range ofpotential customers for the cluster member companies and improv-ing their finances

Source: self elaboration (based on monitoring and evaluation of the optimisation plan)

Conclusion

Implementation of WP 4 individual pilot plan for BIB cluster was the biggest success amongall 3 selected clusters that have undergone the process of optimisation. The cluster manag-ers and representatives have been very active in all optimisation aspects and in cooperationwith WP4 Leader and WP4 external experts during the whole process of the individual planimplementation. Therefore, the results of optimisation are significant, both internal and ex-ternal evaluations of the implementation scored very high and the BIB cluster can now beconsidered as a model of successful network organization in Central Europe.

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8.3 Tourism Cluster Smolenice TCSTable 34 SWOT Analysis of Tourism Cluster Smolenice

Strengths Weaknesses• Local cluster with exact aims of members• Dynamic management• Village dominants of castle• Strong historical persons – Lord Pálfy, Štefan

Bani - inventor of the parachute• Good connectivity to the cities• Small plane airport availability• Member of Small Carpathians Wine Route• Little local nature attractiveness – cave, hills• 3D virtual internet presentation

• Region with low tourism classification ofSlovakia – category C

• Bad local infrastructure• Low skills in the international tourism

marketing and strategy• No typical tourism product of region• No cooperation with international tour

operators

Opportunities Treats• Be as a national centre of aviation and

parachute history and reality• Participate in the DMO system with state

subsidies• Open the tourism potential to the

international aviation and paragliding clubsand theirs members

• Low investment potential for theinfrastructure

• Low quality and quantity of accommodationservice and capacity – needs min. of 20000overnights per year

• Low skills in the international tourismmarketing and strategy

Table 35 Tourism Cluster Smolenice TCS performance evaluation

2011- before optimisation 2012 – optimisation plan Optimisation effectsOrganization & StructureTourism Cluster Smolenice TCS was founded as aregistered association (Act 83/1990) on 23/03/2010.It has 25 members, including the municipal office,and majority of entrepreneurs in tourism servicesfrom the village. There hasn´t a member from theresearch or academic sphere, there work only a fewadvertising agencies and information offices in thecluster. The main group of members included alsoentrepreneurs in the catering and accommodationservices.The management of TCS is by default - General As-sembly elects the Executive Board shall exercise allsuch activities. The Executive Board currently hasfive active members. The Supervisory Board hasthree members.

The TSC needs to transform to the DestinationManagement Organisation DMO that would beprepare the local tourism products for definedsegment, target groups and markets. For thisstep must be engage some specialist for creationof the products next than a group of TSC internstaff that would business with the collection ofown products. The main stream of products inthe TSC competence is management of sometypical and regular events, which include thevillage and regional potential

The Tourism Cluster Smolenice TCS transformation to a Destina-tion Management Organisation DMO has laid the foundation forbe preparing the local tourism products for defined segment, tar-get groups and markets. Next steps must be engage specialistswho will support the regular cluster staff and members in differentfields, including preparing of the offer that would be broader thatalready existing limited cluster products. The main stream of TSCcompetence is management of some typical and regular events,which include the village and regional potential.

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2011- before optimisation 2012 – optimisation plan Optimisation effectsProducts & ServicesThe village of Smolenice has more than 3300 inhabitants. In additionto local dining and food outlets here is located the Chemolak Smo-lenice – a producer of paints and varnishes with a European scope.The competition situation is not very favourable for tourism activity inthe region. Smolenice has some attractions, but there are other andmore significant municipalities and tourism attractively points of viewor experiences f.e. the towns Pezinok and Modra as a wine centre orcastle ervený kame . These entire centres are more popular duringtheir regular public events and happenings. Smolenice is a villagewhich way someone passes only, not one of traditional event is con-nected with it.Currently the tourism business group of Smolenice use 1-dayproducts only f.e. lunch, dinner, weddings, workshops, meetings. Atbest is the longest stay of visitors 1-2 nights only as conference eventof SAS. Even here it may be organised lower than 20 events per yearwith utilisation of 10% the accommodation capacity of the CastlePension SAS.The total accommodation capacity in all units of Smolenice givesmore than 45 thousand nights per year in standard quality. The TSChas here a big potential for preparation of new strategy.As we have seen SAS is the events leader in Smolenice and theyorganise only science events such conference and workshops. A littlelocal competition is the Garni Hotel Solmus with 1 or 2-daysworkshops for management or staff groups.The village self-government prepares 6 events per year only mostly as1-day event (see Village Events Plan for 2011).Other organisation outside Smolenice organise more tourism eventsthat include the TSC service itself, but they are 1-days too, f.e. WineRoute, Bicycle Route etc.

The standard village and country tourism strategy basedon the possibility to organize at least one event permonth and one favorite event as own brand per year.While it is recommended use the nearly and significantsymbols of locality – natural traits, historical heritage,progressive element for outdoor or culture, specificallyhobbies or important personalities.As the new concept of product structure for TSC werecommend preparation of such events they includeprimary potential of village Smolenice it is standing on aground and now existing units so without new invest-ment issues.For the new structure of main and additional events TSCcan prepare new concept of marketing tools include ofcommunication strategy to the target groups. To thisstep we recommend the cooperation with universities,their students can create the structure of events andmarketing tools.

Elaborating the cluster tourism strategybased on the possibility to organize atleast one event per month and one favor-ite event as own brand per year.Currently the tourism business group ofSmolenice still offers mainly 1-day andsometimes 2 days products, specialising inweddings, workshops, meetings.The optimised cluster offer aims in radicalincrease of use of the total Smoleniceaccommodation capacity that gives morethan 45 thousand nights per year instandard quality by effectively promotingtheir local attractions, such as WineRoute, Bicycle Route, etc.

The further work of communication mustbe responsible with the structure of TSCexecutive staff. This requiresreinforcement of permanent cluster staffand develop effective cooperation withnational and international tour operatorsor travel agencies.

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2011- before optimisation 2012 – optimisation plan Optimisation effectsStrategy & PlanningLack own professional strategy, marketing tools and profitableproducts for the conceptual working on the tourism inlandsand international market.

The strategy includes follow concepts:• Product Concept – as a structure of events;• Service Concept – system of responsibility, quality and

prices for the event management;• Cooperation Concept – preparation of contracts, benefits

and commitments;• Communication Concept – selection of media and PR activi-

ty under target groups location;• Internal PR Concept – preparation of information system to

the members of TSC, security and village inhabitants fortheir readiness to the change and may be stress by mostcrowd events.

The optimised Smolenice cluster strategyis a scheme related to top priority as wellas additional, regional and local events.

2011- before optimisation 2012 – optimisation plan Optimisation effectsHuman Resources Issues / Skills & QualificationTSC includes currently 3 executive worker, they aren’tpermanent staff only as entrepreneurs and executiveboard members. It needs separate at best external groupof specialist for preparation and implementation of anew strategy. We suggest here the cooperation withuniversities and vocational schools in the region. F.e. thediploma students of the Business Faculty of EconomicsUniversity Bratislava may be as strategically partners bythe preparation of the strategy, marketing tools forevents and communication with target groups. By theevents management can help the students of regionalHotel Academy.

For the management prepares the Commerce ChamberBratislava a training course in the CNCB project with in-ternational partners in European Union. This way is achance to create new contact to the foreign partner too.

Currently TSC staff consists of 3 peo-ple. However, they are not permanentcluster employers but only entrepre-neurs and executive board members,who voluntarily dedicate their time forthe cluster activities. In that field theSmolenice cluster has not been ade-quately optimised and the lack ofpermanent, English speaking staffaffects negatively overall cluster per-formance and might be the main bar-rier for its future development.

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2011- before optimisation 2012 – optimisation plan Optimisation effectsFinance & FundingAt the beginning TSC had the member fees as one financialresource only.

In the future the implementation of the marketing strategy andcommunication must be supported by different sources:• Act # 91/2010 - Transformation on DMO and open to the state

support based on accommodation tax.• Members Fee - Specifically found of members fees for the first

top international event preparation.• EU Founds - Preparation of a packet of cross board coopera-

tion project with the financing support by ETC.• Sponsoring - Important industry and business partner in the

section aviation and parachute.

After the WP4 individual plan implemen-tation, the Tourism Smolenice Cluster hasstill its member fees as one steady finan-cial resource only. However, within theWP4 pilot activities, there have been iden-tified some other forms and sources ofpossible financing the cluster activities inthe near future. The finalizing of the TSCtransforming process into a DestinationManagement Organisation DMO mayresult in the state support based on ac-commodation tax.

Source: self elaboration (based on monitoring and evaluation of the optimisation plan)

ConclusionsImplementation of WP 4 individual pilot plan for Tourism Cluster Smolenice resulted in pre-paring a system of their own international, national and regional events during the calendaryear.

The top priority cluster brand event is a concept of a 4 day international conference on avia-tion safety related to the topic „Mr.Banic and Parachute”. For each season of a year it is beplanned additional specific national or regional event in connection to the natural or histori-cal potential, e.g. gliding, bicycling and gastronomy, etc..

For effective and successful organization of them TSC needs new structure of partners andhelp subjects. There is a great potential of cooperation with the University and Hotel Acad-emy in region as well as other partnerships with tour operators and professional clubs.

These partnerships would help to share the costs and prepare the direct communicationsystem to the target groups on national and international level. For some events TCS mightalso use the grants from EU or cross board cooperation. After system verification will beopen to commerce relations with the professional tour operators and travel agencies.

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References[1] QUESTIONNAIRE ANALYSIS Basic Level Report (On-line survey) - output of the CEE-

Cluster Network survey, May 2011

[2] CNCB 4.3.1 Optimisation plan for Tourism Cluster Smolenice – Peter Filo

[3] CNCB 4.3.1 Optimisation plan for Biotechnology Innovation Base Cluster - GeorgeSzekeres

[4] CNCB 4.3.1 Optimisation plan for Euro-Centrum Cluster of Energy Saving Technolo-gies – S awomir Olko

[5] WP4 Pilot Activities Scheme for the clusters: Tourism Cluster Smolenice, Biotech-nology Innovation Base Cluster, Euro-Centrum Cluster of Energy Saving Technolo-gies

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Appendix 1 Structure of the in-depth interviewOrganisationand Structure

Nature of clu-ster

What year was the cluster established officially?

Please, specify cluster main goal

What technological and/or scientific area are you active in?

Please, describe your cluster nature: Is it industry, services orR&D/ education etc. driven?

Is it specialised in a specific industry? If yes, which?Members Who can become a cluster member and what is the procedure

of new member approval?What conditions do members have to accomplish to stay in thecluster?

Inside Please, describe the present forms and character of co-operationamong the cluster members , and cooperation between clustermembers and third parties.

Oustside Please, specify how often your cluster was mentioned by thepress/ media within the last 12 months ? (Which media, how didyou become access to the media?)

Do you have a cluster website? If yes, please assess its im-portance for the cluster visibility.

Fields for im-prove-ment/optimalisation

What advice would you need as regarding cluster organisationand structure?

Organizationalstructure

Please describe your organizational structure: hierarchy levels,positions, advisory board

Products andServices

Key activities What are the main areas of your cluster activity?

Impact on clu-ster members

Please, describe your work on the R&D activities of cluster mem-bers (procedure etc.)

Please, describe your work on business activities of clustermembers (procedure etc.)

Please, describe your work on cluster visibility/ marketing etc ?(procedure etc.)

Please, describe your work on international activities of yourcluster members (procedure etc.)

Succes stories Please, list three of the most important positive results achievedby your cluster within the last 24 months .1)_______________________________2)_______________________________3)_______________________________

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Threats Please list three of the most challenging issues/barriers for yourcluster development1)_______________________________2)_______________________________3)_______________________________

Coopera-tion/networking

Please, describe cooperation with similar clusters in your countryand/or in other countries. (a) Frequency?, b) clusters from whichindustries?, c) how many national?, d) how many international?)

Regional deve-lopment

What is your cluster role in the regional development ?

Fields for im-prove-ment/optimisation

What kind of assistance/ advice would you need to improve/optimise your cluster products and services?

Strategy andPlanning

Past deve-lopment

Please describe the development of cluster membership in last24 months.

Key actors Please describe the tasks and obligations of your cluster man-agement.

Please, specify which key cluster actors are significantly involvedin cluster activities/initiatives/ or strategy development.

Is there any impact of decision makers, financing agencies, re-gional/ local authorities or other stakeholders on everyday rou-tine/activities of the cluster management (and to what extent dothey have an impact?)

3 year plan What are main goals and/or key planned actions for your clusterwithin 3 next years.

Do you have implementation plan? What are implementationmain weaknesses/ obstacles/ barriers?


What would be 3 most important areas for improvement/ opti-misation of your cluster performance/activities/ /?

What kind of assistance/ advice would you need to improve/optimise your cluster products and services?

Human Re-sources Is-sues/ Skills

and Qualifica-tion

Employees Please specify the total number of employees working in clustercompanies.

Please specify the total number of employees working in clusteroffice ( full time/ part time/ voluntary work).

Cluster manager Is cluster managed by technological experts or network construc-tors, or by persons facilitating communication, or both?

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Skills & qualifi-cation

Please describe how cluster managers and staff improve theirqualifications .

Please describe significant professional experience of clustermanagers and/or Board Members/Other

Staff deve-lopment pro-grams

Are there any staff development programs or other joint actionsin order to secure sufficient number of specialists for your clusterin the upcoming years?


What are main issues in your region/sector related to humanresourses?

Finance andFunding

Types of fun-ding

Please, describe the sources of finance / funding of the cluster.Has it changed since cluster establishment? How?

Do you have any predictions/ plans related to new potentialsources?

Annual budget (OPTIONAL)

Please, specify current annual total budget for cluster operations( in EUR)

Financial susta-inability

How consistent is funding of your cluster?


How can the situation related to obtaining funds be improved?What advice/ assistance in that matter would you need?

Documents

Handbook for Cluster Optimisation