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Clusters as Tool for Internationalisation of SME - Current Status and Key Success Factors -

Clusters as Tool for Internationalisation of SME - Current Status and Key Success Factors - Gerd Meier zu Köcker 1 , Lysann Müller 1 , Zita Zombori 2 1 Agency Competence Networks Germany 2 Gedeon Richter, Hungary Karlstad, February 8th, 2011. Why This Study (I)?.

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Clusters as Tool for Internationalisation of SME - Current Status and Key Success Factors -

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  1. Clusters as Tool for Internationalisation of SME - Current Status and Key Success Factors - Gerd Meier zu Köcker1, Lysann Müller1, Zita Zombori2 1Agency Competence Networks Germany 2 Gedeon Richter, Hungary Karlstad, February 8th, 2011

  2. Why This Study (I)? • Internationalisation of clusters is considered to be of high relevance for the competitiveness of cluster firms • Key success factors are still not really understood • Still a challenge for cluster managements to provide tailor-made support • More than organising delegation missions and trade fairs ! • Appropriate funding schemes often missing The European-wide study should contribute to a Better understanding of the key success factors

  3. Why This Study (II) ? • 117 clusters participated in the Pan-European survey • From 11 different countries • From different technological domains • Most of them label within their national cluster support scheme • All have international ambitions

  4. General Observations (I) The cluster managements increasingly get a dedicated mandate for the internationalisation of their members 2007 2010

  5. General Observations (II) The cluster has developed and implemented an internationalisation strategy

  6. Key Success Factors for International Co-operations Key Success Factors I + II • High competitiveness of products and services provided by the cluster firms • Access to clusters and networks in targeted countries

  7. The Korean Experience – Key Success Factors by German SME Perspectives Own investigations, 2009

  8. Key Success Factors for International Co-operations Key Success Factors III • Cluster managements having developed and implemented an internationalisation strategy tend to initiate more international co-operations with positive feedback in firms business

  9. New Co-operations Initiated within the Last Three Years

  10. Key Success Factors for International Co-operations Key Success Factors IV • Cluster managements having a dedicated mandate and strong backing from the cluster firms to create international co-operations tend to be more successful

  11. Clusters Having a Clear Mandate for Internationalisation Tend to be more Successful Compared to 2007 clusters made considerable progress in terms of internationalisation with positive impact on cluster firms business

  12. Key Success Factors for International Co-operations Key Success Factors V • Cluster managements having a dedicated mandate and strong backing from the cluster firms to create international co-operations benefit much more from EU-funding projects

  13. Being Involved in European Programmes was of Significant Benefit for the Cluster Managements……. Being involved in European programmes/projects supporting international cooperation among clusters, had a positive impact on the internationalisation activities of the cluster managements

  14. …. but with a Comparable Low Impact on Cluster Firms Business’, except if the Cluster Management have had a Mandate Being involved in European programmes/projects supporting international cooperation among clusters, had a positive impact on the internationalisation activities of the cluster firms

  15. Improved International VisibilitySweden vs. European Average European Average Sweden

  16. Positive Impact of Internationalisation Efforts on Companies Business Opportunities European Average Sweden

  17. Recommendations (I) • Policy Recommendation • Future funding activities should focus on cluster managements having a clear mandate to internationalise • Encourage cluster managements to • Develop dedicated internationalisation strategies and • To take over responsibility for internationalisation on behalf of the cluster firms • Support new support measures and services provided by cluster managements that are not conventional ones like • Delegations missions • Trade fairs • …. • Do not make too much pressures on clusters if they are not yet ready for internationalisation

  18. Recommendations (II) • Recommendation for cluster managements and members • Cluster managements should take over responsibility for internationalisation on behalf of the cluster firms • Develop and implement a tailor-made internationalisation strategy together with the cluster firms (at the very beginning) • Focus support measures on those firms that have competitive products and technologies available • Apply for funding only if there is a clear mandate by the cluster firms • Otherwise a low impact on firms is very likely • Create demand-oriented services and support for the cluster firms • Do not stick on conventional tools

  19. Thank you very much for your attention ! • Dr. Gerd Meier zu Köcker • Managing Director • Agency Competence Networks Germany • E-mail: mzk@kompetenznetze.de • Phone +49 30 310078118

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