Financing of cluster organizations by Fundación INTRAS

Financing of cluster organisations

Introduction What you will learn today Overview about financing systems of cluster organisations From public to private financing of cluster organisations Tools for further development of cluster organisations Financial planning & controlling

ÂŠ Clusterland Upper Austria Ltd.

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Structural change in Upper Austria

ÂŠ Clusterland Upper Austria Ltd.

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Structural change in Upper Austria Inefficient structures Strong Labor unions

„Global Player“

Low level of innovation

High level of innovation Low unemployment rate

High growth rate 4,5% (2011)

Efficient structures page 4

Upper Austria has a systematic innovation strategy •

Strategic programme „Upper Austria 2000+“ 1998 – 2003 3 strategic areas Programme volume: € 300 m; Upper Austrian contribution: € 80.8 m Approx. € 20 m for cluster setup

•

Strategic programme „Innovative Upper Autria 2010“ 2005 – 2010 5 strategic areas Programme volume: € 600 m; Upper Austrian contribution: € 200 m Approx. 5% for professionalising of cluster and network initiatives

•

Strategic programme „Innovative Upper Austria 2010plus“ 2010 – 2013 5 strategic areas Programme volume: € 450 m; Upper Austrian contribution: € 150 m

•

Strategic economic and research program „Innovative Upper Austria 2020“ 2014 – 2020 4 key strategies (site development, industrial market leadership, internationalisation, technologies of the future) 5 fields of activity (industrial production processes, energy, health / aging society, food / nutrition, mobility / logistics) Programme volume: € 1,35 b; Upper Austrian contribution: € 450 m

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Foundation of clusters & networks 1999

1998

2000

2013 Plastics Automotive Information Technology

Furniture & Timber

Health Technology

Ecoenergy (Upper Austrian Energiesparverband)

Resource- and Energy Efficiency

Food (Upper Austrian Chamber of Commerce)

(since 2005)

Environmental Technology

Mechatronics Human Resources

2002

2009 Until 2009-11 „Network Environmental Technology“

2003 © Clusterland Upper Austria Ltd.

2004

Logistics (Association for Network Logistics)

2006 18 June 2014

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„Matrix“ Servicing of Upper Austrian Companies

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Financing of Clusters and Networks â&#x20AC;˘ Different financing models

ÂŠ Clusterland Upper Austria Ltd.

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Financing of cluster organisations in starting phase At the beginning the responsible body for cluster management should have a sufficient budget from public authorities to conduct significant projects without seeking separate funding Well-funded cluster organisations in the starting phase are more likely to pursue certain objectives, including building up the network, first cooperation projects, first qualification and training activities They are better off in increasing cluster size and in improving competitiveness by initiating first cooperation projects as they donâ&#x20AC;&#x2122;t have to struggle for additional funding BUT: Make sure to charge fees for offered cluster services from the very beginning! ÂŠ Clusterland Upper Austria Ltd.

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Sustainable financing models for cluster initiatives Generally, there are three different types of financing: Open-end public funding Some groups share the opinion that permanent subsidisation can lead to inefficiency in cluster management and cluster organisations. Interestingly, representatives of this argument are not only to be found in the corporate sector but in the institutional sector as well.

Temporary public funding and complete shift to private funding Other groups are of the opinion that the cluster organisations should be limited in time in order to prevent the possibility of permanent subsidisation and should also allow room for industry driven investment. At a certain point of time public authorities deboard as primary investors and companies or other private institutions come into play. ÂŠ Clusterland Upper Austria Ltd.

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Sustainable financing models for cluster initiatives Public / private funding A cluster organisation could be financed with public money in combination with services against payment. In the course of time the public funding will decrease and the contribution of the companies will rise. Often a cluster organisation is planned and (co-) funded by the regional authorities for a period of 2-5 years with the objective of extending the funding of further 2-5 years. After these years, the cluster should mostly be self sustainable and hardly any more government funding should be needed. In our opinion it is very difficult that public (gouvernment, etc.) bodies can deboard as funding partners for the cluster after only 2-5 years. They will have to subsidise the cluster at least to some substantial extent (10-50%) to get out real benefits of clustering (clusters are a long term strategy to boost regional economy!!) ÂŠ Clusterland Upper Austria Ltd.

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Development of self-financing rate of Upper Austrian cluster initiatives Substantial contribution at the beginnig from the local government (Upper Austrian government‘s “Fund for the Future”) – € 20 million from 1998 – 2005; € 15 million from 2005 – 2010; 6,4 million from 2010-2013 Strong commitment to a private-public-partnership (PPP) financial system from the beginning Steady increase in the level of self-financing to 70+ % at a rate of rd. 10 % per year © Clusterland Upper Austria Ltd.

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Development of self-financing rate of Upper Austrian cluster initiatives Rise in sales (membership fees, services, projects etc.) by +336% (2005 = € 1,266.203 up to 2012 = € 4,255.951 => + € 2,989.748) Increase in marterial costs by +37% (2006 = € 1,946.695 (2005 is not compareable) up to 2012 = € 2,677.876 => + € 731.181 Increase of personal costs by + 23% (2005 = € 2,164.424 down to 2012 = € 2,658.735 => + € 494.311) Rise of self-financing-rate from 42% in 2005 up to 75 % in 2011 Rise of self-financing-rate up to 95,3% in some clusters in 2011

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Distribution of revenues Clusterland Ltd. 2011

ÂŠ Clusterland Upper Austria Ltd.

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From public to private financing of cluster organisations â&#x20AC;˘ Example Mechatronics Cluster

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Financial development of MC 2006-2011

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Financial development of MC 2005-2011

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Financial development of MC 2006-2011 INFORMATION & COMMUNICATION Quarterly journals, partner profiles, company visits, etc. Revenues 2006 – 2011 from € 2.670 to € 37.010 -> + 1.286% Cost of Materials 2006 – 2011 from € 17.300 to € 22.843 -> + 32%

QUALIFICATION & TRAINING Conferences, experts & regular meetings, company tours, seminars, event management, etc. Revenues 2006 – 2011 from € 85.060 to € 176.048 -> + 107% Cost of Materials 2006 – 2011 from € 62.300 to € 116.254 -> + 86%

COOPERATION Initiation, project management services, moderation of experience exchange groups, etc. Revenues 2006 – 2011 from € 6.660 to € 59.600 -> + 795% Cost of Materials 2006 – 2011 from € 4.870 to € 21.589 -> + 343%

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Financial development of MC 2006-2011 MARKETING & PR Info-materials, fairs & exhibitions, marketing & pr services, location/sector marketing, etc. Revenues 2006 – 2011 from € 9.470 to € 63.586 -> + 571% Cost of Materials 2006 – 2011 from € 19.390 to € 65.419 -> + 237%

INTERNATIONALISATION Participation in international projects, exhibitions, etc. Revenues 2006 – 2011 from € 15.132 to € 102.692 -> + 578% Cost of Materials 2006 – 2011 from € 10.147 to € 36.146 -> + 256%

INTERNAL Advisory board, membership-fees, internal organisation, cooperation with other regions etc. Revenues 2006 – 2011 from € 91.706 to € 213.817 -> + 133% Cost of Materials 2006 – 2011 from € 3.947 to € 52.849 -> + 1.238%

TOTAL Revenues 2006 – 2011 from € 210.700 to € 672.370 -> + 219% Cost of Materials 2006 – 2011 from € 118.070 to € 317.355 -> + 168% © Clusterland Upper Austria Ltd.

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Tools for further development of cluster organisations â&#x20AC;˘ Financial planning and controlling

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Financial planning and controlling MbO interviews employees

Planning Cycle

Submission of budget, 30.11. Annual report for regional government

270Â°Feedback, exchange of MbO targets

MbO interviews executives (CM/NM)

Company Info-Meeting 4 Supervisory Board Meeting, recommendation of company statement

Supervisory Board Meeting, approval of budget and activity plan (B11)

Kick-off Planning & Strategy Process 22.3. Company Info-Meeting 1 Budget finalization (M09B10)

Company Info-Meeting 3

Development / Planning of Cross-Cluster activities (B04-E05)

Budget consolidation (B09M09)

Company Info-Meeting 2

Mid-term report for reg. government, forecast for regional funding (M08)

Mid-term check of MbO interviews (B-E05)

Budget planning of clusters/networks (M07-E08) Strategy Meeting Cluster/NetworkManagers Annual estimate for regional government + 3 year forecast (B07)

ÂŠ Clusterland Upper Austria Ltd.

Strategy Meetings of Clusters/Networks (M05-M07) Supervisory Board Meeting, recommendation of annual estimate (M06)

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Financial planning and controlling Revenues from companies and projects

Repayment by regional government of Upper Austria

Total: xxx.xxx â&#x201A;Ź ÂŠ Clusterland Upper Austria Ltd.

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Sources of government grants

Budget of Ministry of Economics of Upper Austria

6 Clusters

Revenues from companies and projects

Repayment by regional government of Upper Austria

EFRE Fundings

2 Networks + 1 Cluster

Total: xxx.xxx â&#x201A;Ź ÂŠ Clusterland Upper Austria Ltd.

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Financial planning and controlling Tools for further development of cluster organisations

Former financing system of cluster organisations

ÂŠ Clusterland Upper Austria Ltd.

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Financial planning and controlling Tools for further development of cluster organisations Financial planning Shareholder define the general conditions (funding, degree of self financing ratio, budget and general conditions for number of employees)

Cluster teams prepare annual financial and activity plans in coordination with the advisory boards Monthly cost accounting from the finance department Inter divisional quarterly and annual controlling reports with a medium-term and long-term review and outlook

ÂŠ Clusterland Upper Austria Ltd.

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Financial planning and controlling Tools for further development of cluster organisations

Controlling Annually two meetings of the advisory council of the Clusterland GmbH Annually three meetings per year of the advisory boards (AC, KC, MHC, GC, MC) Monthly inter divisional meetings of the cluster managers Monthly inter divisional meetings of the project managers Weekly meetings of the cluster teams

ÂŠ Clusterland Upper Austria Ltd.

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Organigram General Assembly TMG Upper Austrian Chamber of Commerce Federation of Austrian Industry

Advisory Board Speaker: Josef Kinast

Management Werner Pamminger

A. Board Speaker: Ing. Rudolf Mark

A. Board Speaker: DI Dr. Friedrich Kastner

Management Services

Coordination EU Projects

Andrea Heiml

Werner Pamminger

A. Board Speaker: Mag. Roland Ragailler

A. Board Speaker: Mag. Michael Farthofer

Automotive Cluster

Plastics Cluster

Furniture & Timber construction Cluster

Wolfgang Komatz

Christian Altmann

Erich Gaffal

A. Board Speaker: Prok. Wolfgang Rathner

A. Board

Health Technology Cluster

Mechatronics Cluster

Philipp Wittmann

Christian Altmann

Information Technology Cluster Robert Stubenrauch

A. Board Speaker: Mag. Ulrike Rabmer-Koller

Environmental Technology Cluster

A. Board Speaker: Ing. Manfred Huemer

Network Resource- and Energy Efficiency

Elmar Paireder

Network Human Resources Andreas Geiblinger

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ÂŠ Clusterland Upper Austria Ltd

ÂŠ Clusterland Upper Austria Ltd.

18 June 2014

plan/actual cost comparison

Revenues: -Turnover with activities - partner fees - project revenues - public subsidies

Clusterland Oberösterreich Ges.m.b.H. Vorjahresvergleich Beschreibung

Ist-Plan / Vergleich

Abweichung

IST - VJ

IST

01-03/2007

01-03/2008

absolut

in %

Jahresvorschau

Abweichung

PLAN

absolut

in %

01-03/2008

IST

Budget

Vorschau

2007

2008

UMSÄTZE

Erlöse

328.705

243.426

-85.279

-25,9%

249.831

-6.405

-2,6%

1.265.658

1.307.117

Partnerbeiträge

155.619

172.488

16.869

10,8%

186.498

-14.010

-7,5%

653.591

692.990

Förderungen (EU, Bund, Sonstige,..)

435.163

146.326

-288.837

-66,4%

189.119

-42.793

-22,6%

748.487

522.837

-216.133

32.399

248.531

-115,0%

-52.517

84.916

-161,7%

-180.943

-31.217

0,0%

-21.529

1.225

100,0%

637

125.000

-4.433

-3,5%

487.394

Bestandsveränderung

Costs: - personnel - materials

Financial outlook

Zuw. Bewertungsreserve

Aufl. Bewertungsreserve

1.225

100,0%

100.715

120.567

19.852

19,7%

Basis Netzwerkförderungen Abgangsdeckung Sonderaktivitäten SUMME UMSÄTZE

0 0 500.000

500.000

18.288

100,0%

51.406

-33.118

-64,4%

205.632

804.069

734.718

-69.351

-8,6%

749.337

-14.618

-2,0%

2.953.294

3.197.359

KOSTEN

Contribution: - IT - Acounting - Human ressources - Monthly rent - Other indirect costs

Direkte Personalkosten

-538.578

-522.533

16.045

-3,0%

-564.811

42.278

-7,5%

-2.110.659

-2.172.388

Direkte Sachkosten

-333.156

-397.381

-64.224

19,3%

-457.557

60.176

-13,2%

-1.851.876

-2.007.742

SUMME DIREKTE KOSTEN

-871.735

-919.914

-48.179

5,5%

-1.022.368

102.454

-10,0%

-3.962.534

-4.180.131

0,0%

DB I

-67.665

-185.196

-117.530

173,7%

-273.032

87.836

-32,2%

-1.009.240

-982.772

Direkte Verwaltungskosten

-66.491

-83.729

-17.238

25,9%

-90.369

6.640

-7,3%

-316.016

-361.728

-134.156

-268.925

-134.768

100,5%

-363.401

94.476

-26,0%

-1.325.256

-1.344.500

Umlage I (aus CL)

0,0%

Umlage II (aus WV TMG)

0,0%

SUMME UMLAGEN

0,0%

-134.156

-268.925

-134.769

100,5%

-363.401

94.476

-26,0%

-1.325.256

-1.344.500

75,0%

59,4%

15,6%

51,5%

-7,9%

57,6%

54,9%

DB II UMLAGEN

Abgangsdeckung Kernaktivitäten

Selbstfinanzierungsgrad

Summe Betriebsleistung Summe Gesamtkosten

938.225

1.003.643

1.112.737

4.278.550

4.541.859

-938.226

-1.003.643

-1.112.737

-4.278.550

-4.541.859

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Financial planning and controlling Tools for further development of cluster organisations

Overview about self financing ratio development in each department

ÂŠ Clusterland Upper Austria Ltd.

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Report for Supervisory / Advisory Boards

ÂŠ Clusterland Upper Austria Ltd.

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Contact & Information Christoph Matthias Reiss-Schmidt Head of International Projects Clusterland Oberösterreich GmbH

Tel: +43 732 79810-5157 Fax: +43 732 79810-5110 Mobile: +43 664 8186586 E-Mail: Christoph.Reiss-Schmidt@clusterland.at www.clusterland.at

Clusterland Oberösterreich GmbH supports cluster and network initiatives. It promotes innovation through cooperation and competence in order to enhance the competitiveness of enterprises. All Rights reserved, especially the rights to copy, to distribute or to translate. No part of the slides may be reproduced, copied or distributed in any form or by any means without prior written permission of Clusterland Oberösterreich GmbH.

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16:00-16:30 Group work: How to measure success of Cluster organizations

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16:30-17:00 Presentation of Group work results and discussion

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Evaluation & measuring tools of our cluster organisations performance

Introduction â&#x20AC;˘ What you will learn today Overview about the evaluation and performance measurement system within COG Different requirements concerning reporting Key performance indicators to trigger network success Customer satisfaction/retention evaluation process Customer Segmentation

ÂŠ Clusterland Upper Austria Ltd.

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Monitoring •

• How to report success of cluster organisations

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How to measure success of clusters and networks? Willingness of companies to contribute Self financing

Regular analysis of customer satisfaction

Different Input-Output indicators (partner companies, cooperation projects, event participantsâ&#x20AC;Ś) LEVEL OF ACTIVITIES qualitative/quantitative ÂŠ Clusterland Upper Austria Ltd.

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Requirements on evaluation & measuring Internal tools are manifold CEO TMG

Interested Environment Supervisory Board TMG

Internat. Consultants

Advisory Boards

Internat. Cluster-Orgas

• • • •

CEO Clusterland Employees

CEO Cluster and networks Advisory board Supervisory board

ClusterManagers

TMG

Statistical Data

Nat. ClusterStrategy

Evaluation & Performance Measurement

Media Several Associations Ministry of Technology Ministry of Economy

Partner Companies NUT

Partner Companies NDM

Partner Companies NHR

Partner Companies AC Potential Partner Companies

Government Upper Austria

Federal Association of Industry

Partner Companies KC Partner Companies GC Potential Partner Companies

Politicians

State Minister of Economic Affairs

Chamber of Commerce

Partner Companies MHC Partner Companies MC

Governor of Upper Austria

External • • • • •

Politicians Stakeholders Media page 39 Partner companies Associations page 39

Different reporting tools/systems to meet various interests â&#x20AC;˘ 4 different systems for performance measurement and evaluation

Report for Supervisory/Advisory Boards (quaterly) Report for Upper Austrian Government (semi-annually) Report on Key Performance Indicators (quaterly, annually) Customer Satisfaction Evaluation (annually)

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Idea: comprehensive information service about Clusterland for various needs Policy level Report for Supervisory/Ad -visory Boards

Company level

Report for Upper Austrian Government

Content / Evaluation and Performance DATA Customer Satisfaction Evaluation

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Public level EU level Report on Key Performance Indicators

Internal Use

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Report for Supervisory / Advisory Boards â&#x20AC;˘ Regular information about cluster and network activities Published on a quaterly basis Information about events, trainings, seminars submitted cooperation projects, finished cooperation projects special activities (like awards, marketing campaigns, etc.) submitted national and international projects

Additional information for Advisory Boards comparison of target and actual business results (traffic-light system) forecast for the rest of the year

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Report for Supervisory / Advisory Boards

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Report for the Upper Austrian Government â&#x20AC;˘ Regular information about cluster and network activities and financial situation of clusters and networks Published on a half yearly basis Information about events, trainings, seminars submitted cooperation projects, finished cooperation projects special activities (like awards, marketing campaigns, etc.) submitted national and international projects detailed comparison of target and actual business results detailed forecast of financial situation of the individual cluster and networks overview about main key performance indicators ÂŠ Clusterland Upper Austria Ltd.

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Report for the Upper Austrian Government Detailed comparison of target and actual business results Personnel and personnel operating figures Order situation of regional/national and EU funded projects Investments Financial situation Profit and loss statement Statement of financial condition

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Report for the Upper Austrian Government Detailed forecast of financial situation of the individual clusters and networks Turnover (revenues, membership fees, subsidies, annual basic funding) Costs (personnel costs, non-personnel-costs) Administration costs Cost allocation of TMG and COG Self financing ratio Required basic funding by regional government

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Report on Key Performance Indicators • Regular information about key performance indicators to evaluate • cluster and network success Published on a quarterly and annually basis Information about Cluster / network structure Information/communication and qualification Cooperation projects

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Report on Key Performance Indicators Detailed catalogue on key performance indicators like Percentage of SME within cluster / network Average annual partner fee within cluster / network Number of producing partner companies or retailers Number of new partner companies within period / number of leaving partners within period Average R&D quote within cluster/network Number of press reports in professional journals about cluster / network Number of participants within events since establishment of cluster / network Number of hosting delegations from abroad Project volume of cooperation projects since establishment of the cluster / networkâ&#x20AC;Ś ÂŠ Clusterland Upper Austria Ltd.

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Report on Key Performance Indicators

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Report on Key Performance Indicators

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Report on Key Performance Indicators

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Report on Key Performance Indicators

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Report on Key Performance Indicators

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Evaluation •

• How to measure success of cluster organisations

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Customer satisfaction evaluation process â&#x20AC;˘ Evaluation Clusterland has undergone regular evaluation processes since the establishment of cluster organisations in 1998 1999: Strategic programme Upper Austria 2000+, specific focus on cluster organisations 2001: External evaluation of all Upper Austrian clusters, specific focus on clusters in the Upper Austria innovation network 2003 - 2006: Individual analysis of cluster organisations (e.g. master thesis, academic analysis from universities in Linz , Vienna and Graz) 2007: First complete partner survey (all cluster partners were asked the same questions) => owners of Clusterland decide to do the partner analysis on a regular basis (http://www.market.at/) ÂŠ Clusterland Upper Austria Ltd.

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Customer satisfaction evaluation process • Overview of results of Clusterland evaluation 2007 – evaluation • concept One key objective in the mid-term strategy of Clusterland Upper Austria is to carry out partner surveys and analysis on a regular basis – to elaborate a customer satisfaction / customer retention index Internal group within Clusterland worked out a detailed concept together with the Institute for Retailing, Sales and Marketing from the university in Linz

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Customer satisfaction evaluation process • Overview of results of Clusterland evaluation 2007 – evaluation • concept Key objectives Customer satisfaction index Awareness of offered services Quality of offered services Customer service Ideas and demand for further services

Based on the experiences made 2007 Clusterland will now carry out evaluations on a regular basis together with professional opinion research institutes © Clusterland Upper Austria Ltd.

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Customer satisfaction evaluation process â&#x20AC;˘ Highlights 2007

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Customer satisfaction evaluation process â&#x20AC;˘ Highlights 2007

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Customer satisfaction evaluation process â&#x20AC;˘ Lessons learned from evaluation 2007 Strong interest among automotive, plastics and mechatronics to work together with each other Social Network Analysis in the automotive, plastics and mechatronics industry to learn more about connections and further cooperation potential Cross-cluster/cross-network activities (e.g. joint advisory board meetings, common events, trainings and seminars)

5_WertschĂśpfungsne tzwerk.pdf Social Network Analysis Picture.pdf

080131_Beirat 048.jpg 080131_Beirat 019.jpg Folder_Energieeff izienz_Druck_WE B.pdf

Companies lack certain standard of network competence Show and communicate success stories of cooperation projects Training / workshops to enhance network competence within cluster companies

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Customer satisfaction evaluation process • Highlights 2009 – Customer retention index

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Customer satisfaction evaluation process • Highlights 2009 – Customer retention index

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Customer satisfaction evaluation process • Highlights 2009 – Customer retention index

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Customer satisfaction evaluation process • Lessons learned from evaluation 2009 Customer retention The more partners actively participate in cluster activities, the higher customer retention is Rise / improve contact with partner companies, active cooperation initiation

C3 - Cooperation Competence Center – Innovation through Cooperation There is a need / desire for better assistance within cooperation projects (from initiation of project consortiums to project management to finishing of cooperation projects) Set-up of an internal working group to develop of a cooperation oriented service portfolio © Clusterland Upper Austria Ltd.

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Professionalization of cluster services Innovation through Cooperation Lessons learned from evaluation 2009

Market demand

increasing need for cooperation

Yesterday ÂŠ Clusterland Upper Austria Ltd.

Today

Offered product / technology portfolio Tomorrow

Distribution of value creation on more and more companies

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Professionalization of cluster services Innovation through Cooperation Lessons learned from evaluation 2009

Initiation

Planning

• seize actual sector/branch topics • concretise cooperation potentials • search for cooperation partners • consulting for financing and funding

• definition of project framework • creation of cooperation group • clarification of roles and targets • assistance with action-, time and cost-plan

Finalization

Implementation

• final project meeting • evaluation of project success • dissemination of results • future cooperation potential

• project management and controlling • organisation and moderation of meetings • neutral interface • contact for expert know-how

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Professionalization of cluster services Innovation through Cooperation Lessons learned from evaluation 2009

We initiate and support cooperation

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We are the competence center for co-operation for business networks

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Customer satisfaction evaluation process • Highlights 2011 – Customer retention index

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Customer satisfaction evaluation process • Highlights 2011 – Customer retention index

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Customer satisfaction evaluation process • Highlights 2011 – Customer retention index

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Customer satisfaction evaluation process • Lessons learned from evaluation 2011 Lager networks – more projects – less time for partner service Clusters/networks have grown since 2009, more projects have been initiated, same ressources in terms of FTE‘s -> partners tend to claim about too little time spent by cluster personell for caring about their needs and desires

Customer Touch Points – ABCD-Classification of Partners Strategic planning & management of Customer Touch Points ABCD-Classification of Partners in each cluster New CRM-System -> DUKE

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Selection of business domain Discussion

What are specific capabilities (bundels of skills and ressources) in your organization? Which benefits do you want to provide whith these capabilities to the customer? Who is potentially interested in these benefits, with whom do you want to work together? Where/In which field of business do you want to be active? ÂŠ Clusterland Upper Austria Ltd.

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Customer segmentation

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Why customer segmentation is important The 3D View â&#x20AC;&#x201C; Three Dimensions of Competitiveness All three of them are important, but you can only excel in one â&#x20AC;&#x201C; and should therefore choose your focus Competitive edge based on cost (and price competition) is not sustainable in the long term: product leadership is short-lived, too Technology moves fast and even products that are not overtaken are easily replicated Customer centricity is about long term relationships, therefore provides sustainable advantages

It also results in added competitiveness in the other two dimensions

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Different customers by value

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Different customers by value Attractiveness for the Cluster or other Partners

„moralist“

„heavy user“

„sleeper agent“

„copy-cat“

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Different customers by value Discussion How do you distinguish between customers? Which criterias could come into play? What is the difference between „heavy-users“ of cluster services versus „poor dogs / sleeping agents“ in your organization?

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Different customers by value Fundamentals

The link to value

Any business only exists if it has a customer

In satisfying needs a business provides value

Customers have specific needs that have to be satisfied

Products and services represent value to the one with needs (the customer)

A business only exists to satisfy specific needs

In the process of satisfying needs value „changes hands“

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Customer profiles Customer profiles (Who they are?) Set of (static) attributes allowing reasonable assumptions, e.g. „families with babies need diapers“, „teenagers need smartphones“, „companies with vehicle fleets need motor insurance“

Customer behaviour (What they do?) Based on assumptions like „beer drinkers are more likely to choose beer over wine“ or „once a gambler, always a gambler“

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Different customer profiles require different services NETWORKER System impact, image, reputation, visibility within network

TEAMPLAYER Cooperation & collaboration, joint activities

KNOWLEDGE DRIVEN Seeking for experts knowledge and information

ÂŠ Clusterland Upper Austria Ltd.

OUTSOURCER outsourcing of activities, subcontracting SALESMAN Seeking for new sales potential and market opportunities page 80

Classification of customers Attractiveness for the Cluster or other partners

„moralist“

„heavy user“

„sleeper agent“

„copy-cat“

D Activity within the Cluster

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Contact logistics

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Contact & Information Christoph Matthias Reiss-Schmidt Head of International Projects Clusterland Oberösterreich GmbH

Tel: +43 732 79810-5157 Fax: +43 732 79810-5110 Mobile: +43 664 8186586 E-Mail: Christoph.Reiss-Schmidt@clusterland.at www.clusterland.at

18 June 2014