Presentation of Emiliano Duch

Transcription

Cluster Introductory
Course
Hong Kong
8 November 2005
Clusters?
Specialization of the Trekantområdet Region Economy 2002
20,00
Sporting, Recreational and Children's Goods (4.7%, 74.27%)
18,00
Chemical Products
16,00
Processed Food
Plastics
14,00
Lighting and Electrical Equipment
Metals and Machinery
12,00
Percent Share
of Danish
National 10,00
Cluster
Employment in
2002
8,00
Forest Products
Transportation and Logistics
Furniture
Textiles (-26.7%, 10.0%)
Construction Materials
Business Services
6,00
Financial Services
Motor Driven Products
Power Generation and
Jewelry and Precious Metals
Transmission
Hospitality and Tourism
Publishing and Printing
Entertainment
Fishing products
ICT (-25.4%, 5.0%)
Analytical Instruments (60.9%, 4.54%)
Apparel (-47%, 4.04%)
4,00
Education and Knowledge Creation
Medical Devices
2,00
Biopharmaceuticals (-67.9%, 0.94%)
0,00
-25,00
0,00 Percentage Change of Share ,1992-2002 25,00
= 0-2.999
2
22 November 2005
= 3.000-4.999
= 5.000-8.999
= 9.000+
50,00
Clusters?
OLGIATESE
tessile-abbigliamento
BRIANZA
COMO
legno-arredo
seta
CANTÙ
ASSE SEMPIONE
mobili
tessile-abbigliamento
VARESE
elettronica
SANTO STEFANO
bilance e affettatrici
VIGEVANO
calzature
LOMBARDY
LOMELLINA
maglieria
LECCO
metalmeccanico
GRUMELLO DEL MONTE
bottoni
LUMEZZANE
rubinetteria-casalinghi
SEBINO BERGAMASCO
guarnizioni in gomma
GARDONE VAL TROMPIA
armi
CASTELGOFFREDO
calzetteria
CANNETO SULL’OGLIO
giocattoli
TREVIGLIO
metalmeccanica
Clusters?
Home textiles clusters group
4
22 November 2005
Clusters?
SÍNTESE DE AÇÕES PROPOSTAS PARA IBITINGA
Ação
Ações para o município
Melhoria na infra-estrutura de turismo receptivo. Viabilização de infra-estrutura de turismo receptivo com a construção de
estacionamento próximo para ônibus com sanitários condizentes; lanchonetes, lazer e informações; regulamentação de pontos
comerciais fora do perímetro do estacionamento; regulamentação de pontos de peruas para transporte interno de clientes e turistas;
criar em cada quadra do centro da cidade, pelo menos duas vagas para estacionamento de ônibus e excursões; implantação de
estrutura de divulgação e controles estatísticos nas duas entradas da cidade; fomentar a implantação de pousadas destinadas à
hospedagem de turistas, com baixo custo operacional e conseqüente valor de diária compatível com a realidade atual; instituir
rigoroso critério de arrecadações compulsórias que viabilize verba publicitária e investimentos necessários. Não menos importante, é
recomendável a determinação, de preferência no local de recepção das caravanas, a estruturação de sala de treinamento para oferecer
às inúmeras sacoleiras visitantes e captadores (guias turísticos);
Incentivar turismo de compras integrado ao Pantanalzinho e o Rio Tietê. Significa começar a explorar esses recursos naturais.
Revigorar turismo aproveitando as condições naturais do município e implantar o conceito de turismo de compras, com ênfase nos
bordados artesanais.
Incentivo a recuperação dos prédios antigos restantes com valor arquitetônico. Em algum desses prédios pode-se organizar
exposições de bordado de qualidade.
Indicação dos nomes de rua com sinalização que lembre o bordado.
Arborização e jardinagem da avenida perimetral, de forma a amenizar o calor e e melhorar o visual.
Melhorar a ambiência urbana: bancos para sentar, banheiro público, mais árvores.
Recuperar o uso noturno do centro, que fecha complemente as 17:30 hs., incentivando a abertura de restaurantes e bares. Isto daria
opções aos hóspedes dos hotéis.
Apoio incondicional à estruturação da cooperativa do médio Tietê de Ibitinga, cooperativa esta; que tem por objetivo a cooperação
entre produtores de toda a região, na viabilização da utilização da Hidrovia para a exploração do turismo em vários segmentos e
também para transporte de produtos, inclusive bordados, de toda a região para outras regiões, inclusive Mercosul. Ênfase deve ser
dado para a viabilização de novos empreendimentos e geração de empregos.
Relações de trabalho
Ações para melhorar as condições do trabalho em domicílio
Fomento para a formalização de cooperativa de trabalho e produção, resolvendo, ainda que parcialmente , um dos maiores problemas
sociais do município. O desemprego e outras atividades de caráter informal.
5
22 November 2005
Fonte
Proder
Ibitinga
Unicamp
Unicamp
Unicamp
Unicamp
Unicamp
Unicamp
Unicamp
Proder
Ibitinga
Unicamp
Proder
Ibitinga
Clusters?
Simple tools
but
need to be used in the right
sequence
6
22 November 2005
Cluster based development stages
Mapping
REGION
Monitoring
Monitoring
Monitoring
CCR
CCR
CRI
CRI
CCR
Screen
CRI
CCR
CRI
CRI
CCR
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
CCR
CRI
CRI
CCR
CCR
Screen
CRI
Monitor
Mon
M
COMPANIES
Horizontal support 1
---Year 1---I---Year 2---I---Year 3---I---Year 4---I!
7
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
8
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
9
22 November 2005
Competitivenes
s
Monitoring
Mapping: Statistical
Specialization of the Trekantområdet Region Economy 2002
20,00
Sporting, Recreational and Children's Goods (4.7%, 74.27%)
18,00
Chemical Products
16,00
Processed Food
Plastics
14,00
Lighting and Electrical Equipment
Metals and Machinery
12,00
Percent Share
of Danish
National 10,00
Cluster
Employment in
2002
8,00
Forest Products
Transportation and Logistics
Furniture
Textiles (-26.7%, 10.0%)
Construction Materials
Business Services
6,00
Financial Services
Motor Driven Products
Power Generation and
Jewelry and Precious Metals
Transmission
Hospitality and Tourism
Publishing and Printing
Entertainment
Fishing products
ICT (-25.4%, 5.0%)
Analytical Instruments (60.9%, 4.54%)
Apparel (-47%, 4.04%)
4,00
Education and Knowledge Creation
Medical Devices
2,00
Biopharmaceuticals (-67.9%, 0.94%)
0,00
-25,00
0,00 Percentage Change of Share ,1992-2002 25,00
= 0-2.999
10
22 November 2005
= 3.000-4.999
= 5.000-8.999
= 9.000+
50,00
Mapping: Qualitative
The Competitive Advantage of Catalonia (1991)
ANÀLISI ESTADÍSTIC
A NIVELL DE SECTORS
SEGMENTACIÓ ESTRATÈGICA
I ANÀLISI A NIVELL DE MICROCLUSTER
AGRUPACIÓ A NIVELL DE CLUSTERS
Impressió i
escriptura
Manufact.
disseny
Cartró
d’embalar
Sistemes
industrials
Turisme
39 sectors industrials
Gran
consum
Tissue
36 sectors de serveis
11
22 November 2005
Cartronet
Quím.
bàsica
Salut
Clusters de
Potencial
Competitiu
Internacional
Clusters de
Potencial
Competitiu
Estatal
Manufactures
de Disseny
Sistemes
Industrials
Gran
Consum
Salut
Turisme
Clusters
clau de
suport
Coneixement
Finances
Química
Bàsica
The economy will not be structured around products
or production factors, but around knowledge,
capabilities and information
12
22 November 2005
The Competitive Advantage of Catalonia (1991)
LLEIDA
Maquinaria agrícola
ANOIA
Curtits
Gènere Punt
VALLÈS
Electrònica consum
Electrònica professional
Tecnologia Tèxtil
Plàstic automoció
Motllistes
GIRONA
Carnies transformades
Maquinària alimentària
MONTSIÀ
Moble Domèstic
13
22 November 2005
OSONA
LA BISBAL
Joguines de fusta
Ceràmica
MARESME
Gènere de Punt
BARCELONA
Confecció
Joieria
Edició i Arts Gràfiques
Motocicletes
Entreteniment Digital
Aerospace
Railways
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
14
22 November 2005
Competitivenes
s
Monitoring
Screening
Iniciatives launched by the Valencia Regional Government, and
co-financed together with regional financial institutions
Vina roz
Benica rló
CLUSTER AZULEJERO (CASTELLÓN )
• 200 EMPRESAS
• 410.000 M PTAS FACTURACION
• 95% DE FACTURACION N AC.
• 210.000 M DE EXPORTACION
Ca stellón de la Pla na Va ll d'Uxó
Utiel
Sa gunto
Pa terna
Va lencia
Torrent
Ontinyent
CLUSTER DE TEXTIL HOGAR (MARIOLA)
• 400 EMPRESAS
• FACTURA 160.000 M PTAS
• 13000 EMPLEADOS
• 60% DE FACTURACIÓN N ACION AL
• 40 % EXPORTACION N ACION AL
CLUSTER DEL JUGUETE (FOIA DE CASTALLA)
• 200 EMPRESAS
• 2800 EMPLEADOS
CLUSTERS DEL CALZADO (VIN ALOPÓ)
• 70% EXPORTACION N AC.
• 1900 EMPRESAS
• FACTURA 320.000 M PTAS
• 64% DE LA FACT. N AC.
CLUSTER DEL MÁRMOL (VIN ALOPÓ)
• 75% EXPORT. N AC.
• 300 EMPRESAS
• 100.000 M PTAS
• 4000 EMPLEADOS
• 35% FACTURACIÓN N ACION AL
• 70% EXPORTACION N AC.
Ibi Alcoy Benidorm
EldaJijona
Alica nte
Elche
15
22 November 2005
CLUSTER DE MUEBLE (VALEN CIA- L’HORTA)
• 1200 EMPRESAS
• 40.000 EMPLEADOS
• 16% DE LA FACTURACIÓN N AC.
• 34% EXPORTACIÓN N AC.
Workplan Food and Drink Clusters
2006/2007
2005/2006
4
5
6
7
8
9
10
11
12
1
2
3
4
5
6
7
8
9
10
11
2007
12
1
2
3
4
5
6
CSD
CSD
a
CRI
CRI b
Bakery
Bakery
CMS
CMS
Bakery
Bakery
CMS
CMS
22
CRI
CRI
22 b
CRI
CRI
33
Interventions
CSD- Cluster Screening Diagnostic
CRI- Competitiveness Reinforcement Initiative
CMS- Cluster Monitoring Service
16
22 November 2005
b
CMS
CMS
33
Decisions points
a- Cluster prioritisation
b- Go ahead with monitoring service
7
8
9
10
11
12
Methodology: The Selection Process
Different approach:
eating occasions
17
22 November 2005
Eating
Occasions
Successful
Eating
Occasions
Criteria
Criteria
Traditional
Food
and Drink
Categories
Criteria
Growing trends
Final
Selection
Different Impact than
on previous CRIs
Methodology: Traditional Categories
vs. Eating Occasions
Channels/
Occasions
Relevant
Categories
Yorkshire
Eating in
Sophisticated
Convenience
Eating out
Indulgence
Fast on the
go
Fine Dining
Meat and Poultry
Fruit and Veg
Confectionery
Beer
Water/Soft Drinks
Ice Cream
Tea and Coffee
Ethnic
18
22 November 2005
“Eating at home”
“Impulsive”
“Eating
“Eating
on the street” in a restaurant”
Decision table
Impact
Growth
Different
CRI
outcomes
Total
++++
+++
+++
10+
Perishables +
“on the
go”
++++
+++
8+
Sweet
++++
Indulgence
+++
++
9+
Chilled
Ready
Meals
19
22 November 2005
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
20
22 November 2005
Competitivenes
s
Monitoring
Competitiveness before
Company B
Company C
Company D
Joint service
Company A
In the past companies reacted to increased global
competition with collaborative initiatives:
–sharing parts of their value chains (research,
logistics,…)
–developing common support services (training,…)
21
22 November 2005
Competitiveness now
But now globalization is optimazing the value chain
at global level, leaving little room for collaborative
initiatives at local level
22
22 November 2005
Competitiveness now
And we are starting to see the dissapearence of
certain activities of the value chain in developed
world
23
22 November 2005
The strategic response
Leading
technology
Advanced
services
Developed economies have to respond redefining
their businesses where they compete:
–Incorporating leading technological innovation
–Adding advanced services that require local
delivery
24
22 November 2005
The developed world is chan:
From ventilation to SIAQ (Borås, SE)
From trucks to tons/km (Göteborg/Lyon,
SE/F)
From videogames to online entertainment
(Lyon, F)
From fish to fresh ready meals (Humber,
UK)
25
22 November 2005
Not enough with operational
improvements
Need to move up to more attractive
and sustainable busines
26
22 November 2005
THE 9 STEPS OF CLUSTER ANALYSIS
0-Cluster Screening
1-Strategic Segmentation
2-Segment Attractiveness' Evolution (5 F)
t-5y
t
t+5y
3-Advanced BPC analysis
4-Generic Strategic Options for the future
5-KSFs for the most innovative option
6-Ideal Value Chain and cluster Diamond for chosen option
Value
chain
7-Benchmarking our cluster against reference/ideal cluster
Value
chain
Value
chain
8-Feasible strategic options for cluster companies
9-Areas to improve at company and cluster level
(−)Value
(−)
chain
(−)
27
22 November 2005
(−)
A
B
The three phases of a CRI®
5 - 6 months
Vision for the
future
Future
challenges
First public
meeting
Interviews with
companies and
institutions
28
22 November 2005
Second public
meeting
Benchmarking trip
Interviews
Strategy workgroup
Lines of
action
Third public
meeting
Actions
workgroups
MOTIVATION
EXPECTED REACTION
Motivation to
change
Disconcert
Conventional wisdom hurt
Leadership
acceptance
Work
Cooperate
Nervousness
Motivation to participate
Awareness
Expectation
Scepticism
Indiference
Recommendation
Information interviews
Challenges presentation
Benchmarking trips
Strategy sharing workgroups
Convincing interviews
Vision of the future presentation
Motivation interviews
Lines of action workgroups
Lines of action presentation
Task forces
Case studies
29
22 November 2005
Reference trip
MAIN
TOOLS
Phase I: Challenges Presentation
30
22 November 2005
Phase II: Vision of future presentation
31
22 November 2005
Phase III: Lines of action presentation
32
22 November 2005
0
0-Cluster Screening
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
33
22 November 2005
(−)
A
B
0-Cluster Screening
1
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
34
22 November 2005
(−)
A
B
1-Strategic Segmentation: Yorkshire Bakeries Cluster
UK breakdown by segments
Bakery Products
£0.9 bn
19%
25%
Biscuits
£1.2 bn
Cakes & Pastries
17%
£0.8 bn
Total UK market is
£4.8 bn
40%
Bread
£1.9 bn
Source: Keynote 2002
The bread sector has the largest market share
but bakery products are on the increase
35
22 November 2005
Traditional view of bakery industry
Farmers
Farmers
Grow
Growthe
thecommon
commonraw
rawmaterial
material- -wheat
wheat
Millers
Millers
Process
Processwheat
wheatinto
intoflour.
flour. Many
Manymillers
millersare
arepart
partof
oflarge
largefood
food
groups.
groups.
Bakers
Bakers
Manufacture
Manufacturebakery
bakeryproducts.
products. May
Mayspecialise
specialisein
inparticular
particular
lines/
categories(Plant
bakers)
or
provide
a
wide
variety
lines/ categories(Plant bakers) or provide a wide variety(craft
(craft
bakers)
bakers)
Wholesalers
Wholesalers
Provide
Providethe
theroute
routeto
toindependent
independentretailers
retailers&&foodservice
foodservicefor
for
plant
bakers
plant bakers
Retailers
Retailers
Sell
Sellthe
theproduct
productand
andin
inthe
thecase
caseof
ofISB,
ISB,bake/
bake/finish
finishthe
theproduct
product
as
well
as well
36
22 November 2005
“Bakery” Cluster
Packaging
Machinery
Equipment
Providers
Distribution
- NISA today
Other food
manufacturers
Craft bakers
–Greggs, Ainsleys, Hirst, Cooplands, Woodhead’s
UK
farmers
–Hazlewood’s, S&L catering
UK
Millers
Imports
Bakery ingredient
manufacturers
- Federation of bakers
37
22 November 2005
– Subway, Pret-a-Manger,
O’Briens, Bagel Nash
Plant Bakers
In-store bakeries
(Large-scale /
Specialised)
Multiple retailers
- Oakdale
- WJS
- Maple Leaf
- Warburton’s
Institutions for
Collaboration
Specialist retailers
- Fosters
- Skelton’s
- KCB
- Roberts
Universities &
Research Institutes
– Thomas Danby C.
– CACFRA
– Huddersfield Uni.
– ASDA
– Sainsbury
– NISA - Todays
Food service and
forecourt retailers
Yorkshire
Forward (RDA)
Final consumer
Sandwich
manufacturers
Mapping of Bakery Related Activity in Yorkshire
Plant Bakers
Self retailing bakers
Sandwich/on the go chains
Independent craft
Specialist suppliers
> 100M
15.000.000– 25.000.000
10.000.000-15.000.000
5.000.000-10.000.000
1.000.000-5.000.000
< 1.000.000.
38
22 November 2005
Industry structure: strategic segments
Bread=FMCG
Fast moving
consumer goods
39
Fresh-on-the-Go
Stagnant
Growing
Few buyers
Still fragmented buyers
Consolidation
Formats innovation
Competing for
market share
Opportunities for
growth
22 November 2005
0-Cluster Screening
2
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
40
22 November 2005
(−)
A
B
2-Segment Attractiveness’ Evolution
Threat of new
entrants
Bargaining power of
suppliers
Jockeying for position
among current
competitors
Threat of substitutive
products or services
41
22 November 2005
Bargaining power of
customers
2-Segment Attractiveness’ Evolution
Rentabilidad Capital 1982-93
PHARMA
ROAD TRANSPORT
24,2%
40%
35%
33,6%
28,9%
30%
22,3%
23,8%
25%
23,6%
10,4%
20,5%
22,2%
19,3%
20%
18,3%
14,0%
12,3%
15%
8,7%
7,2%
10%
7,0%
3,0%
5%
Arkansas
Best
0%
Merck
-5%
Marion
Merell Dow
Schering
-Plough
Bristol
-Meyers
Eli Lilly
Upjohn
Pfizer
Hunt
Arnold
Rentabilidad Capital=Beneficio Neto/Recursos Propios
Fuente : Análisis Porter. COMPUSTAT
42
22 November 2005
Carolina
Freight
Roadway
Yellow
Central
Freight
Consolidated
-1,6%
Freightway
Builders
Transport
Industry structure: strategic segments
Bread=FMCG
Fast moving
consumer goods
43
Fresh-on-the-Go
Stagnant
Growing
Few buyers
Still fragmented buyers
Consolidation
Formats innovation
Competing for
market share
Opportunities for
growth
Low profitability
« Better » profitability
22 November 2005
Selling bread in the US
N
A
TX
E
D
Morning
Morningstains
stains
Afternoon
Afternoon
stains
stains
Sell bread
through
supermarkets
44
22 November 2005
“Sell 22 types of
healthy bread to
suburban mothers
on the way home”
And…the margin?
N
A
TX
E
D
Morning
Morningstains
stains
Afternoon
Afternoon
stains
stains
$$$?
45
22 November 2005
And…the margin?
On Sept. 22, Tony Alvarez was appointed CEO
of Interstate Bakeries (IBCIQ ), the Kansas
City-based maker of Wonder Bread and
Twinkies, which filed for Chapter 11
bankruptcy protection on the same day.
46
22 November 2005
And…the margin?
Per store data:
Average:
Average: $ 1,9 M
50% ROI in units
47
22 November 2005
0-Cluster Screening
t-5y
3
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
48
22 November 2005
(−)
A
B
How do successful companies compete in the
Fresh-on-the-Go
Reference visitssegment
to NY/ New England
Population per sq mile
London* NY City
23,700
23,460
UK
588
NY State
402
*London Inner boroughs
Similar consumer behaviour trends
Similar population and density patterns
49
22 November 2005
Main offering observations in US
In store
freshness
Good quality par
baked mass artisan
production
Impulse
buying
Starbucks: 300.000
record copies
Au Bon Pain: 200
cards/store /week
Speed
Variety
Choice
Self service
Internet ordering
50
22 November 2005
Occasions
0-Cluster Screening
t-5y
t
t+5y
4
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
51
22 November 2005
(−)
A
B
How do these trends translate
into strategy?
52
22 November 2005
Strategic options
Stay
Grab & go
Indulgence
Urban
53
22 November 2005
Suburban
Strategic options: retailers
Stay
Feeding time
starved consumers
·
CONVENIENCE
LOCATION
Grab & go
Indulgence
Urban
54
22 November 2005
Suburban
Stay
Atmosphere
Service
Grab & go
Indulgence
Urban
55
22 November 2005
Suburban
Stay
Atmosphere
?
Service
Grab & go
Indulgence
Urban
56
22 November 2005
Suburban
Stay
Grab & go
The healthy and
pleasant alternative
to McDonalds
·
ATMOSPHERE
SERVICE
Indulgence
Urban
57
22 November 2005
Suburban
Suburban-Stay: an attractive option
7
2.5
2
50%
5
Suburban
0.5
Average
1
Suburban
1.5
Average
$b
46%
6
0
Revenue/ customer
Higher profitability per store
22 November 2005
3
2
1
0
Revenue/ store
58
4
$
0-Cluster Screening
t-5y
t
t+5y
5
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
59
22 November 2005
(−)
A
B
5-KSF for the most innovative option
Generating business all day long from the
maximum number of occasions
Catering
A « stay » atmosphere
Meetings
$3.500/h
Sales
Suburban
$2.000/h
Urban
Breakfast
60
22 November 2005
Mid
Lunch
morning
Afternoon/
Evening
5-KSF for the most innovative option
Myths that US has broken in Fresh on the Go
Shop assistants sell
The whole concept sells
It’s all about location
Innovation is suburban
Success: selling stock
Success: Maximising sales
Artisan sells
Indulgence sells
Artisan vs Industrial
Mass artisan production
61
22 November 2005
Success: selling stock
Success: maximising sales
In Japan there are up to 3
deliveries per day with products
colour coded per hours
30% higher margin than other convenient stores
Fresh to Go is the growth driver
Data analysis is the key to product rotation
62
22 November 2005
0-Cluster Screening
t-5y
t
t+5y
6
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
63
22 November 2005
(−)
A
B
6- Ideal Value Chain
At company level
FIRM INFRASTRUCTURE
HUMAN RESSOURCES MANAGEMENT
SUPPORT
ACTIVITIES
TECHNOLOGY DEVELOPMENT
MA
RG
I
N
PROCUEREMENT
SERVICE
IN
INBOUND
LOGISTICS
MARKETING
AND SALES
RG
MA
OPERATIONS
OUTBOUND
LOGISTICS
PRIMARY ACTIVITIES
Companies compete operating activities, in which you can find
their competitive advantage
64
22 November 2005
6- Ideal Value Chain and Diamond
At Cluster level
Govern
ment
Firm strategy,
structure and
rivalry
Factor
conditions
Demand
conditions
Related and
supporting
industries
65
22 November 2005
Fast casual solutions - PFG
$ 4,6b food service company
– Annual growth 27%
– leading fresh-cut produce processor in the nation
The "Perishable Experts", serving America's
finest restaurants across the country with
customized delivery solutions for all your
restaurant's needs.
66
22 November 2005
0-Cluster Screening
t-5y
t
t+5y
Value
chain
7
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
67
22 November 2005
(−)
A
B
What are the implications from a
supply chain organisation point of
view?
68
22 November 2005
Re-organisation of the supply chain
Manufacturing
« categories »
Purchase well
Manufacture
Launch products
Product/brand marketing
Deliver to hubs
Stock in shelves
Channel dispatches
Sell the
production
through retail
Re-organisation of the supply chain
Manufacturing
« categories »
Purchase well
Manufacture
Launch products
Product/brand marketing
Deliver to hubs
Stock in shelves
Channel dispatches
Sell the
production
through retail
Service
Customise solutions
Aggregate offers
Fresh/ Artisan/ Quality
Menu/ Packaging/ Oven
Innovate in solutions
Point of sale innovation
Extreme logistics
Rotation
Respond to customer needs
Look for the
final consumer
and serve them
Reorganising the supply chain
Manufacturing
Others
Brand/
Product launching
71
Manufacturing
Service
Processing
Aggregation
Customisation
Logistics
…
Others
Manufacturing
Service
A category
An added value service
22 November 2005
Reorganising the supply chain
Manufacturing
centre
Manufacturing
Long Life
Product push
Client
Food service
centre
Processing
Perishable
Logistics
Customer
0-Cluster Screening
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
8
(−)Value
(−)
chain
(−)
73
22 November 2005
(−)
A
B
Cluster vision for the future
Grow with
Fresh on the Go
Leading regions/ suburban retail
innovation formats
Leading the supply of added value
products and services
74
22 November 2005
Strategic options: the UK context
URBAN
GRAB & GO
Largest segment
Highly competitive
Alternative nonfoodservice channels
– newsagents/c-stores
– chemists/bookies?
Good opportunity for
comprehensive
suppliers
75
22 November 2005
Strategic options: the UK Context
Pubs
SURBURBAN
FORMATS
No healthy and
quick options
Relatively underserved
Good opportunity
for new retail
concepts
76
22 November 2005
Strategic options: the UK context
INDULGENCE
Niche but growing
High margin
Under-served
Local bakers
77
22 November 2005
0-Cluster Screening
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
9
(−)Value
(−)
chain
(−)
78
22 November 2005
(−)
A
B
9-Areas to improve: Yorkshire Bakeries Cluster
Service
Product
YF ROLE
STRATEGIC
Enter indulgence
Improve retailing skills
Market intelligence
Service collectively
OPERATIONAL Technology
Logistics
Manufacturing
Services
79
22 November 2005
Courses
Coaching
Tools
+ structuring
value chain?
Feasibility
Counselling
Project process
Future
challenges
Interviews with
companies and
institutions
Vision for the
future
Benchmarking trips
Buyer interviews
Strategy meetings
Task groups
Cluster
Meeting
80
22 November 2005
Actions
Cluster
Meeting
1st June
Information
http://www.yhbakery.org/
81
22 November 2005
Log in not
needed yet
0-Cluster Screening
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
82
22 November 2005
(−)
A
B
How? The CRI Methodology
83
22 November 2005
CLIENT
ANALYSIS
PROCESS
THE THREE
PILLARS OF WISDOM
PROCESS OF CHANGE
WHY
CHANGE?
LACK OF CLEAR PRESSURES,
INCENTIVES, CAPACITY...
84
22 November 2005
PROCESS OF CHANGE
OOPS!
SOME COMPANIES FOLLOW THE
STRATEGIC OPTION WITH FUTURE
85
22 November 2005
MOTIVATION
PROCESS OF CHANGE
ATTITUDE
BELIEF
BEHAVIOUR
t
CHANGE IS PROMOTED USING A
PSICHOLOGICAL GROUP DYNAMIC
PROCESS
86
22 November 2005
PROCESS OF CHANGE
MOTIVATION
OBJECTIVES
(MEASURED BY EXPECTED REACTION)
Motivation to
change
Disconcert
Leadership
acceptance
Work
Cooperate
Nervousness
Awareness
Expectation
Scepticism
Indiference
ATTITUDE
BELIEF
t
BEHAVIOUR
PROGRESSIVE REACTIONS ARE
EXPECTED FROM THE CLUSTER AGENTS
87
22 November 2005
MOTIVATION
EXPECTED REACTION
Motivation to
change
Disconcert
Leadership
acceptance
Work
Cooperate
Nervousness
Awareness
Expectation
Scepticism
Indiference
Recommendation
Information interviews
Challenges presentation
Benchmarking trips
Strategy sharing workgroups
Convincing interviews
Vision of the future presentation
Motivation interviews
Lines of action workgroups
Lines of action presentation
Task forces
Case studies
88
22 November 2005
Reference trip
MAIN
TOOLS
0-Cluster Screening
t-5y
t
t+5y
Value
chain
Value
chain
Value
chain
(−)Value
(−)
chain
(−)
89
22 November 2005
(−)
A
B
PROCESS OF CHANGE
THE AIM IS TO PROMOTE STRATEGIC
CHANGE IN SOME CLUSTER AGENTS THAT
WILL ACT AS MODELS FOR THE REST
90
22 November 2005
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
91
22 November 2005
Competitivenes
s
Monitoring
After a cluster initiative
Keep up the
momentum
Measure the
results
92
22 November 2005
Monitoring
C.C.R.
Foundation C&C
Keep up the
momentum
93
22 November 2005
CMS
Cluster Monitoring Services
Tool to manage and monitor the follow up of cluster
initiatives.
Project management capability that enables the
initiatives under implementation to be followed.
Custom-designed software that allows the management,
sharing and dissemination of knowledge within a cluster.
Monitoring cluster performance evolution through
independent organisations tools.
Advanced CMServices (Transactional software tools)
94
22 November 2005
Cluster Monitoring Services
Example CMS Workplan
2005
JanJan-Mar AprApr-June
2006
JulJul-Sept
OctOct-Dec
JanJan-Mar AprApr-June
JulJul-Sept
OctOct-Dec
CMS
one
Survey Process
ScreeScreening
CRI one
Initiative one
Initiative two
Initiative three
Survey Process
Initiative
one
CMS two
Initiative two
Initiative three
CRI two
Survey Process
CRI three
Strategy Workgroup
Start Survey process
95
22 November 2005
Initiative
CMS one one
Initiative two
Initiative three
Strategy Review Session (Survey final results
and final revision for the initiatives)
Cluster Manager Software®
C ommunication
tools
P roject
Management
E vent
Management
C luster Manager
C ontent
Management
C luster Members
Management
C ommunication
tools
96
22 November 2005
Cluster Manager Software ®
Interactive
communication tool
– Cluster web content
manager + newsletter
– Event management
(prez., meetings,...)
– Communications (mail,
fax)
97
22 November 2005
Cluster companies
updated information
– Cluster members data
base management
(Oracle)
– Company
profiling/segmentation
98
22 November 2005
Collaborative tools
– Project management
tools (task
management, alerts, ...)
– Role management
(project owners, task
assigment,...)
– File sharing tools (any
type of file)
99
22 November 2005
Advanced CMServices - cMarketplace
Demand Aggregation
– Advantages to sum up volume
– Final Price Distribution
– Standard Products
Cluster Catalogues
– Catalogue purchasing
– Group Prices / Individual prices
100
22 November 2005
Advanced CMServices - cSubcontracting
cSubcontracting
– provides subcontractor and subcontracted firms with
real-time production control tools that eliminate barrier
distances
101
22 November 2005
Measure the
results
102
22 November 2005
C.C.R.
Monitoring Cluster Performance: CCR
The Cluster Competitiveness Report is the managed by the
Foundation Clusters and Competitiveness
103
22 November 2005
Monitoring Cluster Performance
P
M
104
PROJECT
OUTCOME
S
Per CCI
DESCRI
PTION
1
Increased
personal
Networking
2
3
D
T
I
E
U
VALUES ACHIEVED IN TIME
0
m
6m
9
m
12
m
15
m
18m
Number of
persons
participating
in network
activities
0
60
0
10
0
0
Increased
web
networking
Cluster web
hits per
month
0
10
0
10
0
10
0
12
5
150
Cluster
reaching
Communicati
ons sent to
cluster agents
per month
0
30
0
30
0
30
0
35
0
400
22 November 2005
Monitoring Cluster Performance
C
C
R
PROJECT
OUTPUTS
Total Project (3
CCIs)
DESCRIPTION
1
Jobs safeguarded
2
DTI
EU
VALUES ACHIEVED
IN TIME
05-06
06-07
07-08
Futur
e
years
As result of increased
competitiveness of
companies (1)
0
50
150
100
Jobs created
As result of common
projects
0
10
10
0
3
Business attracted
New business creation
0
2
3
5
4
Increased business
sales
Total cluster increased
sales (£million)
10
10
10
5
Private Sector
Finance attracted
Contribution in time of
private sector
participants (£000) (3)
DTI
EU
275
142
36
0
6
SME Business
Assisted
Consultant days
assisting SME (in £000
of consulting) (4)
DTI
EU
72
36
0
0
105
22 November 2005
Keep up the
momentum
Measure the
results
106
22 November 2005
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
107
22 November 2005
Competitivenes
s
Monitoring
Horizontal policies
Feedback from cluster to horizontal policies in Catalonia
Electrónica
de consum
Internacionalizació
Confecció
Centre Catalá de Qualitat
Innovació
Pla de Innovació de Catalunya
22 November 2005
...
Consorci Promoció Comercial (COPCA)
Qualitat i
productivitat
Comercialització
108
Moble
doméstic
Programa de creació de Marques de Canal
Mapping
REGION
t
o
n
Do
r
u
o
y
e
t
s
a
w
y
e
n
o
m
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
109
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Hi r e
Y
G
E
T
STRA nMonitoring
s
t
a
t
l
u
Monitoring
s
n
Monitoring
o
c
Monitoring
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
110
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Do it
s
e
v
l
e
rs
Monitoringyou
)
s
l
Monitoring
o
Monitoring
Monitoring
(w/ to
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
111
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
COMPANIES
CCR
CRI
Monitoring
Monitoring
Monitoring
Monitoring
Monitor
Mon
Mon
M
t
e
g
r
o
f
t
o
n
Do
!
t
i
o
to d
CRI
Strategy
CCR
Screen
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Horizontal policies
112
22 November 2005
Competitivenes
s
Monitoring
Mapping
REGION
CCR
CCR
Screen
CRI
CRI
CCR
Monitoring
Monitoring
Monitoring
Monitoring
Do not jump
steps!
Strategy
CRI
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CLUSTERS
CRI
Monitoring
Monitoring
Monitoring
Monitoring
CCR
CRI
CCR
CRI
Strategy
CCR
Screen
CRI
Monitor
Mon
Mon
M
COMPANIES
Horizontal policies
113
22 November 2005
Competitivenes
s
Monitoring

Presentation of Emiliano Duch

Transcription

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