Success Factors for Internationalisation of Clusters Dr. Gerd Meier zu Köcker Vilnius, 8 th April

Reasons Not to Internationalise  If policy makers insist  If it is a mandatory part of funding rules  Only because of funding  If products or technologies are not competitive  If cluster participants do not have capacities to internationalise  If the cluster management does not have the mandate to internationalise  If the cluster does not have any idea or strategy where and why to internationalise 2

Reasons Why to Internationalise  To increase growth and profit of cluster participants  If transnational cooperation provides more added value than regional cooperation  To enter new markets or acquiring new customers  To tackle new value chains  To acquire knowledge or competences not available among cluster participants  To share risks (R&D, projects, investments etc.)  To reduce costs (e. g. production is cheaper abroad)  To increase visibility and become more attractive 3

Kinds of Internationalisation of Clusters  Trend scouting Products, technologies Markets, consumer behaviour etc.  Export  R&D cooperation  Joint product development Incl. adaptive development  Acquisition of know-how, technologies  Entering Strategic partnerships  Joint venture  Building up foreign branch  Building foreign production facilities 5

Success Factors for Making Business in Korea 7 © VDI/VDE-IT, 2011, Survey among 150 German SMEs

Failure Factors 9 Meier zu Köcker et al., 2011,

Key Success Factor Unterstanding Internationalisation 14

Current and Future Challenges Wind energy goes offshore Food & packaging  advanced packages Manufacturing goes Industry 4.0 Industrial Transformation Processes Biotech & Health ICT & Medical devices Communication technologies & automotive Increasing Convergence of Technologies Creative industries Digital industries Experience industries Emergence of New Industries New markets, new business models, New value chains Systematic approaches to internationalise 8

Emerging Industries as Driver for Internationalisation

Percentage of Cross-technological Patents Related to Emerging Industries Source: European Cluster Observatory, 2015

Cross-sectoral Value Chain of Paper and Packaging Industry Source: European Cluster Observatory, 2015

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

Communities with Dynamic Cross-sectoral Patterns related to Advanced Packaging Source: European Cluster Observatory, 2015

Cross-sectoral Value Chain of Blue Growth

Communities with Dynamic Cross-sectoral Value Chain of Blue Growth Source: European Cluster Observatory, 2015

Clusters Are Different in Terms of Internationalisation

International Cooperation Streams in R&D with Focus on Emerging Industries

International Business Cooperation Streams with Focus on Emerging Industries

Develop Regionally, Cooperate Globally

Service Porfolio of Excellent Cluster Management

Internationalisation – The Ideal Case – 15 Sustainable strategic partnerships Looking for external partners Among cluster actors

10 Key Success Factors 10  Internationalisation strategy developed with cluster participants  To know why, when and where to gor (e. g. new value chains)  Cluster management is responsible for internationalisation  Competitive products, technologies (and companies)  Cluster actors are willing and able to invest  Innovative services offered by the cluster management  International experience of cluster management team  Good knowledge of international cluster landscape  Involvement of other key actors (export promotion agencies, Foreign Chamber of Commerce etc.)  Patience…

10 Steps Towards an Internationalisation Strategy  Communication of the upcoming strategy process among the cluster participants  Selection of stakeholders and cluster actors to be involved  SWOT analysis/analysis of the current demand status and future expectations  Creativity workshops with cluster actors and stakeholders  Additional interviews with selected cluster actors  Deduction of strategic objectives and operational targets  Identification of main action fields  Prioritisation of actions and services  Discussion of approach with cluster actors and stakeholders  Agreement on action plan for development and implementation of services 11

Summary Traditional approaches and key success factors for cluster internationalisation are not sufficient to address upcoming industrial needs for internationalisation. 18

Contact  Dr. Gerd Meier zu Köcker  Institute for Innovation and Technology  Steinplatz 1  Berlin   Tel.:  Fax:

Prevailing Services of Cluster Organisations in the Context of Internationalisation 13 © ESCA 2013,