Technical Assistance Management Vision Concepts
T
e
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:
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-
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-
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”
K
i
c
k
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f
f
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t
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g
-
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-
P
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T
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1
•
A basic assumption
•
Ultimate goal of the technical assistance
•
Project Vision
•
Share:
approach, methodology and timing for:
•
W
P
4
:
C
l
u
s
t
e
r
A
s
s
e
s
s
m
e
n
t
(
c
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f
:
•
WP5: Cluster CBC Initiatives
•
WP6: SMEs CBC Initiatives
a
n
d
c
o
n
t
r
i
b
u
t
i
o
n
s
(
o
f
T
A
)
t
o
:
•
WP3: Capitalization
•
WP2: Communication
•
WP1: Coordination and Management.
Purpose of this Meeting
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Basic assumption
A
n
y
h
y
p
o
t
h
e
s
i
s
o
f
C
B
C
b
e
t
w
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n
c
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r
s
a
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d
/
o
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p
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i
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p
o
s
s
i
b
l
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f
M
U
T
U
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N
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D
S
a
r
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u
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f
i
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d
b
y
t
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c
o
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a
b
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a
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i
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n
.
C
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b
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“
r
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a
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,
p
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x
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g
p
r
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b
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m
s
”
.
This is further true when potential partners may be (or actually are)
also potential competitors.
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3
Ultimate goal of the T. A.
4
Our ultimate goal is to identify:
W
h
a
t
“
w
e
”
n
e
e
d
/
s
e
a
r
c
h
v
s
.
W
h
a
t
“
w
e
”
c
a
n
(
w
a
n
t
)
o
f
f
e
r
Where “WE” are:
•
institutions/representatives/stakeholders
and/or
•
enterprises of the clusters.
Vision, Concepts and Methods are intended to make easier to
identify these needs (first day). Plan and Tools how to actually get
the goal (second day).
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Vision
B
u
i
l
d
u
p
a
M
e
d
i
t
e
r
r
a
n
e
a
n
P
a
r
t
n
e
r
s
h
i
p
(
a
m
o
n
g
C
l
u
s
t
e
r
s
)
f
o
r
G
l
o
b
a
l
C
o
m
p
e
t
i
t
i
v
e
n
e
s
s
(
i
n
t
h
e
T
/
C
i
n
d
u
s
t
r
y
)
.
Create a Mediterranean Hyper-Cluster
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WP4 – The core WP for the T. A.
WP4: Clusters Assessment:
•
Concepts
•
Methods
•
Plan
•
Tools
In order to:
•
have a first feedback about the approach
•
discuss ways to improve it
•
foresee possible difficulties and pitfalls in its implementation.
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Concepts
•
VALUE CHAIN OF A T/C CLUSTER
•
BUSINESS MODEL
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Cluster Value Chain in T/C (Apparel)
Spinning
Weaving
Finishing
Garment
making
Brand/mktg
Distrib/retailing
Raw
materials
Equipment & machinery
Chemicals
Accessories
Designers & Stylists
Exhibitions/ Fairs
P.R. and Communication
Logistics
C
O
M
P
E
T
I
T
I
O
N
C
O
O
P
E
R
A
T
I
O
N
Vocational Training
Service centers
Associations
Local Banks/
Financial facilities
Fibre
Prep
I
N
P
U
T
S
O
F
S
E
R
V
I
C
E
S
I
N
P
U
T
S
O
F
M
A
T
E
R
I
A
L
S
Understanding the cluster Value Chain allows identification of needs.
8
Business Model
T
y
p
e
o
f
p
r
o
d
u
c
t
s
/
s
e
r
v
i
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s
o
f
f
e
r
e
d
T
y
p
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o
f
f
u
n
c
t
i
o
n
s
o
f
t
h
e
o
r
g
a
n
i
z
.
T
y
p
e
o
f
c
l
i
e
n
t
s
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9
A Med T/C “hyper-cluster”
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Methods of analysis to detect needs
SMEs : assessment of
entrepreneurship
(segmentation of SMEs).
•
Business Models
•
Functions performed
•
Empowerment of decisions
•
Propensity to Innovation
C
L
U
S
T
E
R
s
:
O
v
e
r
a
l
l
c
l
u
s
t
e
r
’
s
o
v
e
r
a
l
l
e
n
t
r
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p
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e
u
r
s
h
i
p
(
p
o
s
i
t
i
o
n
i
n
g
o
f
C
l
u
s
t
e
r
s
)
.
•
Independence (towards the final market)
•
Consolidation (internal structure)
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S
M
E
s
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SMEs: Business Models
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13
T
h
e
y
m
a
n
u
f
a
c
t
u
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e
o
n
t
h
e
b
a
s
i
s
o
f
“
e
x
t
e
r
n
a
l
s
p
e
c
i
f
i
c
a
t
i
o
n
s
”
;
b
o
t
h
s
e
g
m
e
n
t
s
s
u
p
p
l
y
(
p
r
e
-
i
d
e
n
t
i
f
i
e
d
)
c
u
s
t
o
m
e
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s
.
T
h
e
y
s
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l
l
“
i
n
d
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a
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T
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p
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b
a
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f
“
i
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”
(
a
t
l
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a
s
t
p
a
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)
;
t
h
e
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t
o
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m
a
r
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e
t
.
Entrepreneurship
L
M
H
Functions performed
N
u
m
b
e
r
o
f
f
u
n
c
t
i
o
n
s
/
a
c
t
i
v
i
t
i
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s
p
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r
f
o
r
m
e
d
(extension of business model)
C
o
m
p
l
e
x
i
t
y
o
f
a
c
t
i
v
i
t
i
e
s
(depth of the
business model)
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LOW
HIGH
Entrepreneurship
Decision Making/Innovation
•
Fully empowered
(Individual or family business)
•
Negotiated
(Shareholders with no absolute majority)
•
Dependent
(external ownership)
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Entrepreneurship
Ownership
Propensity to Innovation
Measuring Entrepreneurship
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T
h
e
B
u
s
i
n
e
s
s
M
o
d
e
l
i
s
t
h
e
p
r
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v
a
i
l
i
n
g
c
r
i
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r
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o
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s
i
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c
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i
t
o
f
t
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n
a
l
s
o
d
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f
i
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s
F
u
n
c
t
i
o
n
s
a
n
d
D
e
c
i
s
i
o
n
P
o
w
e
r
o
f
t
h
e
S
M
E
.
Questionnaire (survey) for Business Model, Functions,
Ownership.
Interviews/Round tables for Innovation
C
l
u
s
t
e
r
s
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Linkages
Linkages are “business relations”.
A
h
i
g
h
n
u
m
b
e
r
o
f
i
n
t
e
r
n
a
l
l
i
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k
a
g
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s
a
m
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a
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s
m
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a
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w
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o
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r
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d
e
p
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n
d
e
n
t
“
s
y
s
t
e
m
”
.
O
n
t
h
e
c
o
n
t
r
a
r
y
,
w
h
e
n
e
x
t
e
r
n
a
l
l
i
n
k
a
g
e
s
a
r
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n
u
m
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r
o
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t
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e
i
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o
o
p
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i
s
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a
k
a
n
d
t
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d
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d
i
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o
n
e
x
t
e
r
n
a
l
l
i
n
k
a
g
e
s
.
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F
I
N
A
L
M
A
R
K
E
T
Cluster independence
Independence is related to the ability of the cluster as a whole to access the final
market. Generally in clusters composed by a large number of SMEs the number
of internal linkages is larger than the number of external linkages.
I
N
T
E
R
N
A
L
S
U
B
C
O
N
T
R
A
C
T
I
N
G
S
Y
S
T
E
M
A
N
D
A
B
I
L
I
T
Y
O
F
A
N
U
M
B
E
R
O
F
F
I
R
M
S
T
O
A
C
C
E
S
S
T
H
E
F
I
N
A
L
M
A
R
K
E
T
(
c
l
u
s
t
e
r
’
s
c
h
a
m
p
i
o
n
s
)
E
X
T
E
R
N
A
L
C
O
N
T
R
A
C
T
O
R
S
,
M
A
N
Y
E
X
T
E
R
N
A
L
L
I
N
K
A
G
E
S
,
L
O
W
I
N
T
E
R
N
A
L
L
I
N
K
A
G
E
S
(
E
n
c
a
p
s
u
l
a
t
e
d
C
l
u
s
t
e
r
)
INDEPENDENT
DEPENDENT
19
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Cluster consolidation
A cluster presents a strong internal consolidation when there is a
significant number of large or medium enterprises that have the
amount of resources to address final and/or large markets
LOW CONSOLIDATION
HIGH CONSOLIDATION
Difficult access to the
final market (threshold)
Larger companies can access
to the final market (threshold)
20
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WP4 Plan
(detailed in tomorrow
21
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Tools
(detailed in a following session)
22
Characterization of the cluster (macro data and cluster evolution )
- Desk Work
- Interviews to K persons.
SMEs segmentation (Entrepreneurship)
- Survey (Questionnaire)
- Round tables/Seminars/Meetings
- Vis à vis Interviews to Entrepreneurs
Cluster Positioning (Independence/Consolidation)
- Elaboration of the above inputs
Cluster Assessment Report.
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WP5 – WP6: technical features
“
P
r
e
p
a
r
a
t
o
r
y
w
o
r
k
s
”
:
A
c
t
i
v
i
t
i
e
s
:
5
.
1
a
n
d
6
.
1
.
The preparatory works are intended to identify:
S
P
E
C
I
F
I
C
A
N
D
I
N
D
I
V
I
D
U
A
L
N
E
E
D
S
In order to prepare the matching with
S
P
E
C
I
F
I
C
A
N
D
I
N
D
I
V
I
D
U
A
L
O
F
F
E
R
S
At cluster level and at enterprise level.
Tools: Working Paper in preparation of the conference
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“
F
o
l
l
o
w
o
n
a
c
t
i
v
i
t
i
e
s
”
:
A
c
t
i
v
i
t
i
e
s
5
.
3
a
n
d
6
.
3
Support negotiations among potential partners by a technical standpoint.
Tools: CBC Initiatives Monitor System+direct advise to potential partners.
WP4-WP5-WP6
in the general T/C industry scenario
24
The Assessment of clusters and the Preparatory Works (5.1-6.1)
w
i
l
l
b
e
n
e
f
i
t
o
f
T
H
R
E
E
s
e
c
t
o
r
a
l
s
t
u
d
i
e
s
p
r
o
v
i
d
i
n
g
g
e
n
e
r
a
l
s
c
e
n
a
r
i
o
s
i
n
w
h
i
c
h
t
h
e
M
e
d
i
t
e
r
r
a
n
e
a
n
T
/
C
c
l
u
s
t
e
r
s
a
r
e
o
p
e
r
a
t
i
n
g
:
1.
Economic Scenario (markets, competition, industry)
2.
Technological Scenario (innovation, R&D, technology)
3.
Social Scenario (labour codes, SCR, competences and skills).
These studies, very specialized and strictly linked each other, are to
procured shortly.
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Contribution to WP3: Capitalization
25
Capitalization is the legacy of the project to the project partners and to third
parties who could benefit from its experience.
Networking and the technical outputs of the project are key components of
capitalization. Potential third parties are: Other programmes of the EC,
other manufacturing sectors, other clusters (T/C and not T/C).
Tools:
1.
Know-How Reservoir (Act. 3.1): where all reports, presentations,
studies, surveys and relevant documents will be stored and made
accessible to third parties.
2.
T/C Mediterranean Desks (Act. 3.3): which will ensure the continuity of
the project as well as its sustainability. They will benefit of the Know-
How Reservoir as well as of the linkages and network created by the
project.
3.
Technical part of the Capitalization Forum (Act. 3.3).
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Contribution to WP2: Communication
26
Disseminations of the technical outcomes/results of WP4, WP5, WP6
are key activities for educational/training purposes as well as preparation
of the project’s subsequent steps (project development).
The TAM will contribute significantly to:
•
Activity 2.6: Dissemination of WP4 results on Cluster Assessment
•
Activity 2.7: Dissemination of WP5 results
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Activity 2.8: Dissemination of WP6 results and lessons learned (to be
included also in the Capitalization Forum).
Tools: Presentations and meetings, technical reports.
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Contribution to WP1:
Coordination and Management
Technical inputs for:
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planning,
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implementation
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control
of the project.
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Good Luck
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Keep Going.
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Disclaimer
This presentation has been produced with the financial assistance of the European
Union under the ENPI CBC Mediterranean Sea Basin Programme. The content of this
document are the sole responsibility of Unione Industriale Pratese and can under no
circumstances be regarded as reflecting the position of the European Union or of the
Programme’s management structures.”
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Purpose of the TAM Kick-Off Meeting held on 27th February 2014 in Prato was to discuss the ultimate goal of the technical assistance project, vision sharing, approach methodology, and contributions to various work packages. Key concepts such as mutual needs for collaboration, identifying needs and offers, building a Mediterranean partnership for global competitiveness, and WP4 cluster assessment were highlighted. The meeting emphasized the importance of practical solutions for existing problems and the creation of a Mediterranean Hyper-Cluster.
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Presentation Transcript
Technical Assistance Management: Vision-Concepts-Methods Francesco Pellizzari Technical Assistance Manager TAM Kick Off Meeting - 27th February 2014 - Prato 1
Purpose of this Meeting A basic assumption Ultimate goal of the technical assistance Project Vision Share: approach, methodology and timing for: WP4: Cluster Assessment (core WP in terms of technical content) the technical features of : WP5: Cluster CBC Initiatives WP6: SMEs CBC Initiatives and contributions (of TA) to: WP3: Capitalization WP2: Communication WP1: Coordination and Management. 27th February 2014
Basic assumption Any hypothesis of CBC between clusters and/or enterprises is possible if MUTUAL NEEDS are fulfilled by the collaboration. Collaboration lives upon real, practical solutions to existing problems . This is further true when potential partners may be (or actually are) also potential competitors. 27th February 2014 3
Ultimate goal of the T. A. Our ultimate goal is to identify: What we need /search vs. What we can (want) offer Where WE are: institutions/representatives/stakeholders and/or enterprises of the clusters. Vision, Concepts and Methods are intended to make easier to identify these needs (first day). Plan and Tools how to actually get the goal (second day). 27th February 2014 4
Vision Build up a Mediterranean Partnership (among Clusters) for Global Competitiveness (in the T/C industry). Create a Mediterranean Hyper-Cluster 27th February 2014
WP4 The core WP for the T. A. WP4: Clusters Assessment: Concepts Methods Plan Tools In order to: have a first feedback about the approach discuss ways to improve it foresee possible difficulties and pitfalls in its implementation. 27th February 2014
Concepts VALUE CHAIN OF A T/C CLUSTER BUSINESS MODEL 27th February 2014 7
Cluster Value Chain in T/C (Apparel) Associations INPUTS OF SERVICES Local Banks/ Financial facilities Vocational Training Service centers Designers & Stylists Exhibitions/ Fairs P.R. and Communication Logistics COOPERATION COMPETITION Fibre Prep Garment making Spinning Weaving Finishing Brand/mktg Distrib/retailing Raw materials Equipment & machinery Chemicals Accessories INPUTS OF MATERIALS Understanding the cluster Value Chain allows identification of needs. 8
Business Model Type of clients Type of products / services offered Type of functions of the organiz. 27th February 2014 9
A Med T/C hyper-cluster 1 2 3 4 5 6 7 8 27th February 2014 10
Methods of analysis to detect needs SMEs : assessment of entrepreneurship (segmentation of SMEs). Business Models Functions performed Empowerment of decisions Propensity to Innovation CLUSTERs: Overall cluster s overall entrepreneurship (positioning of Clusters). Independence (towards the final market) Consolidation (internal structure) 27th February 2014
SMEs 27th February 2014
SMEs: Business Models They produce on the basis of internal specifications (at least partially); they sell to the market. H 4. SMBrands (specialized) Entrepreneurship 3. Hybrids Two business models M 2. Co-contractors They manufacture on the basis of external specifications ; both segments supply (pre-identified) customers. They sell industrial services 1. Sub-contractors (CM-T) L 27th February 2014 13
Functions performed Co-co Brands Hybrids Sub-co Complexity of activities (depth of the business model) LOW HIGH Entrepreneurship Number of functions/activities performed (extension of business model) 27th February 2014 14
Decision Making/Innovation Ownership Propensity to Innovation Fully empowered (Individual or family business) Entrepreneurship Negotiated (Shareholders with no absolute majority) Dependent (external ownership) 27th February 2014 15
Measuring Entrepreneurship The Business Model is the prevailing criterion since it often also defines Functions and Decision Power of the SME. Questionnaire (survey) for Business Model, Functions, Ownership. Interviews/Round tables for Innovation 27th February 2014
Clusters 27th February 2014
Linkages Linkages are business relations . A high number of internal linkages among local SMEs means that cooperation within the cluster is very developed and the cluster is a rather independent system . On the contrary, when external linkages are numerous the internal cooperation is weak and the cluster is mainly depending on external linkages. 27th February 2014
Cluster independence Independence is related to the ability of the cluster as a whole to access the final market. Generally in clusters composed by a large number of SMEs the number of internal linkages is larger than the number of external linkages. INTERNAL SUBCONTRACTING SYSTEM AND ABILITY OF A NUMBER OF FIRMS TO ACCESS THE FINAL MARKET (cluster s champions) EXTERNAL CONTRACTORS, MANY EXTERNAL LINKAGES, LOW INTERNAL LINKAGES (Encapsulated Cluster) FINAL MARKET INDEPENDENT 27th February 2014 DEPENDENT 19
Cluster consolidation A cluster presents a strong internal consolidation when there is a significant number of large or medium enterprises that have the amount of resources to address final and/or large markets LOW CONSOLIDATION HIGH CONSOLIDATION Larger companies can access to the final market (threshold) Difficult access to the final market (threshold) 27th February 2014 20
WP4 Plan (detailed in tomorrow Who March April May June July Ramadan Easter Cath/Orth Lai Mi Lai B Pe nt Preparation of tools TAM Desk Work LTS Survey (Questionnaire) LTS Preparation of on site visits On site Mission (interviews/round tables) Elaboration of working paper Dissemination of working paper Elaboration of Presentation for Wrap Up LTS TAM + 1LTSx8 * * * * ? * * ? * ? TAM TAM + 1LTSx8 TAM TAM+ ALL Wrap Up Seminar Draft Report Wrap Up TAM Final Report Wrap Up TAM 27th February 2014 21
Tools (detailed in a following session) Characterization of the cluster (macro data and cluster evolution ) - Desk Work - Interviews to K persons. SMEs segmentation (Entrepreneurship) - Survey (Questionnaire) - Round tables/Seminars/Meetings - Vis vis Interviews to Entrepreneurs Cluster Positioning (Independence/Consolidation) - Elaboration of the above inputs Cluster Assessment Report. 27th February 2014 22
WP5 WP6: technical features Preparatory works : Activities: 5.1 and 6.1. The preparatory works are intended to identify: SPECIFIC AND INDIVIDUAL NEEDS In order to prepare the matching with SPECIFIC AND INDIVIDUAL OFFERS At cluster level and at enterprise level. Tools: Working Paper in preparation of the conference Follow on activities : Activities 5.3 and 6.3 Support negotiations among potential partners by a technical standpoint. Tools: CBC Initiatives Monitor System+direct advise to potential partners. 27th February 2014
WP4-WP5-WP6 in the general T/C industry scenario The Assessment of clusters and the Preparatory Works (5.1-6.1) will benefit of THREE sectoral studies providing general scenarios in which the Mediterranean T/C clusters are operating: 1. Economic Scenario (markets, competition, industry) 2. Technological Scenario (innovation, R&D, technology) 3. Social Scenario (labour codes, SCR, competences and skills). These studies, very specialized and strictly linked each other, are to procured shortly. 27th February 2014 24
Contribution to WP3: Capitalization Capitalization is the legacy of the project to the project partners and to third parties who could benefit from its experience. Networking and the technical outputs of the project are key components of capitalization. Potential third parties are: Other programmes of the EC, other manufacturing sectors, other clusters (T/C and not T/C). Tools: 1. Know-How Reservoir (Act. 3.1): where all reports, presentations, studies, surveys and relevant documents will be stored and made accessible to third parties. 2. T/C Mediterranean Desks (Act. 3.3): which will ensure the continuity of the project as well as its sustainability. They will benefit of the Know- How Reservoir as well as of the linkages and network created by the project. 3. Technical part of the Capitalization Forum (Act. 3.3). 27th February 2014 25
Contribution to WP2: Communication Disseminations of the technical outcomes/results of WP4, WP5, WP6 are key activities for educational/training purposes as well as preparation of the project s subsequent steps (project development). The TAM will contribute significantly to: Activity 2.6: Dissemination of WP4 results on Cluster Assessment Activity 2.7: Dissemination of WP5 results Activity 2.8: Dissemination of WP6 results and lessons learned (to be included also in the Capitalization Forum). Tools: Presentations and meetings, technical reports. 27th February 2014 26
Contribution to WP1: Coordination and Management Technical inputs for: planning, implementation control of the project. 27th February 2014 27
Good Luck and Keep Going. 27th February 2014 28
Disclaimer This presentation has been produced with the financial assistance of the European Union under the ENPI CBC Mediterranean Sea Basin Programme. The content of this document are the sole responsibility of Unione Industriale Pratese and can under no circumstances be regarded as reflecting the position of the European Union or of the Programme s management structures. 27th February 2014 29
