41 Cluster Cases from Northern Europe

Transcription

2011
41 Cluster Cases from Northern Europe
Innhold
1. BAYERN .............................................................................................................. 4
1.1 Bavarian Cluster Environmental Technology, Southern and Eastern Bavarian
Water Conference ................................................................................................. 5
1.2 Bavarian Cluster Automotive and Cluster Energy Technology, Electric
Mobility connecting Bavaria ................................................................................ 7
1.3 Bavarian Cluster Medical Technology, Improvement of further education in
the field of medical technology ............................................................................ 8
1.4 Bavarian Power Electronics Cluster, Power Electronics to Improve Energy
Efficiency ........................................................................................................... 10
2. COMPETENCE NETWORKS GERMANY ..................................................... 12
2.1 Food-Processing Initiative, „FoodSpot“ ....................................................... 13
2.2 BalticNet-PlasmaTec, „PlasTEP – Dissemination and fostering of plasmabased technological innovation for environmental protection in the Baltic Sea
Region” ............................................................................................................... 15
2.3 GIQS “Industrial Liaison Office“ ................................................................. 17
2.4 Logistics Initiative Hamburg, „Logistics School Award” ............................ 19
2.5 CyberForum e.V., „SaaS4KMU – Software as a Service for Small and
Medium-Sized Companies“................................................................................ 21
2.6 ITS Niedersachsen, “Establishment of a Pan-European Emergency Call
System“ .............................................................................................................. 23
2.7 Fördergesellschaft Erneuerbare Energien e.V. (FEE), Society for the
Promotion of Renewable Energies ..................................................................... 25
2.8 GEOkomm networks .................................................................................... 25
2.9 InnoZent OWL e.V. ...................................................................................... 25
2.10 BioPark Regensburg ................................................................................... 25
2.11 Aviation Cluster Hamburg Metropolitan Region (Luftfahrtcluster
Metropolregion Hamburg e. V.) ......................................................................... 25
2.12 NieKE- The Food Innovative Niedersachsen, University of Vechta.......... 25
3. DENMARK ........................................................................................................ 26
3.1 CFIR (Get FÌT Finance IT Tuesday)........................................................... 27
3.2 Network for Market, Communication & Consumption (branding platform
regional food) ..................................................................................................... 29
3.3 PlastNet (Use of Polypropylene fibres in bricks and tiles) ........................... 31
3.4 KVCA Cooling Cluster (A specific education programming) ..................... 33
3.5 VE-Net (Energymap.dk) ............................................................................... 35
3.6 Danish Sound Technology Network (Event Mobile – a new era for live
music experiences) ............................................................................................. 36
3.7 InVIO (Creative Alliances in North Jutland)................................................ 38
3.8 Welfare Tech Region (Matchmaking of innovative Welfare Technology) .. 40
3.9 InfinIT – Innovation Network for IT ............................................................ 42
4. FINLAND........................................................................................................... 44
4.1 Energy Technology competence cluster, Finland “Direct 2 Business” ........ 45
4.2 Living Business Competence Cluster “Cohousing – business potential and
new dwelling solutions” ..................................................................................... 46
4.3 Intelligent Machines Competence Cluster, Finland “Mini –cluster model of
Intelligent Machines Cluster, case FIMA – Forum for Intelligent Machines“ ... 47
5. NORWAY .......................................................................................................... 51
5.1 Technology akvARENA............................................................................... 52
5.2 Norwegian Centres of Expertise Micro- and Nanotechnology (NCE MNT) 54
5.3 Norwegian Center of Expertise – Systems Engineering: Kongsberg ........... 56
5.4 Norwegian Centre of Expertise – Maritime Case 1 ...................................... 56
5.5 Norwegian Centre of Expertise – Maritime Case 2 ...................................... 56
6. POLAND ............................................................................................................ 57
6.1 Innovative Industrial Cluster, Association of Producers of Casting
Components KOMCAST ................................................................................... 58
6.2 Printing and Advertising Cluster in Leszno (Minimal organization for
cluster’s competitiveness – the concept of ”limited centre” and ”creative
homelessness”) ................................................................................................... 60
6.3 Printing and Advertising Cluster in Leszno (Cluster Initiative as intermediary
in knowledge transfer to micro-enterprises) ....................................................... 61
6.4 Klaster Medycyna Polska Południowy Wschód (MedCluster) .................... 63
6.5 Optoklaster - Mazovian Cluster of Innovative Photonic Technologies ........ 64
6.6 Silesian Aviation Cluster .............................................................................. 66
6.7 Mazurskie Okna Sp.- Masurian Windows ................................................... 68
6.8 Pomeranian ICT Cluster (Gdansk, Poland) - Pomorski Klaster ICT .......... 71
1. BAYERN
1.1 Bavarian Cluster Environmental Technology, Southern and
Eastern Bavarian Water Conference
Name of Cluster
Main Objective/
focus of Cluster
Umweltcluster Bayern
Umweltcluster Bayern is a network initiative, which facilitates collaboration between
the actors of the environmental technology industry and science area in
Bavaria.Main purpose of the Cluster is to strengthen and support the development of
the environmental technology in Bavaria through networking, information and
initiated cooperation.
Title of case
Initating and implementing the ”Süd- und Ostbayerische Wassertagung” (Southern
and Eastern Bavarian Water Conference) – a trade fair and conference with a very
specific regional and thematic focus
The event will take place on April 6th – 7th, 2011
Main participants in
case
Umweltcluster Bayern, ARGE Wasser/Abwasser Niederbayern/ Oberpfalz,
in Cooperation with: Mösslein Wassertechnik, Schwimmbad fach-Verband
e. V., BERUFSVERBAND BAYERISCHER HYGIENEINSPEKTOREN E.V.,
Wasserwerksnachbarschaften Bayern e. V.
Description of the
activities in the case
Novelty of the
activity in the case
What was the role of
the Cluster in the
case?
Initiating a new platform for Bavarian actors in the water business in order to bring
together Bavarian water technology suppliers with local customers that is to say
decision makers from the local water sector. Hence, the activities of the case
comprise all steps necessary for the planning, organizing and implementing this
“new” concept of trade fair and business conference having a very regional focus.
Beginning from the formulation of a concept, the search for partners, and together
with partners: finding suitable locality, organizing conference programme, acquiring
speakers, PR and promotion of event, conference management, participants‟
management etc.
What makes the case unique is the focused aspect of bringing together regional
suppliers of water technology with their main customers and important decision
makers in the water sector(such as Zweckverbände (local authorities associations
for instance) to create a platform for the discussion of technical, organizational or
administrative novelties of the water branch in the Bavarian region. Thereby, the
special situation of representatives from these local authorities has been particularly
addressed: For cost and time saving reasons, the participation of large groups of
representatives is mostly not possible. With this very regional focus and by offering
extra services such as the transport to the venue and back, a special solution has
been found thanks to which the attendance and interest on the side of local
authorities in the event can be increased enormously. Besides, also smaller
companies that normally cannot afford large-scale exhibitions find in the” Süd- und
Ostbayerische Wassertagung” an excellent platform to present themselves to the
public and get in contact with customers, decision makers and other industry
representatives.
Main role of the Umweltcluster Bayern was to initiate this event. That means to apply
a known concept to the water sector in the South-Eastern Part of Bavaria in order to
set up a platform for the above mentioned industry sector. Key function of
Umweltcluster Bayern was furthermore to bring together the partners and cooperators for this event that all could contribute to the successful organization of the
event by providing their respective core competencies in terms of specific sector
knowledge, respective business contacts or general experience for instance. Thank
to this concept, a very cost-efficient trade fair and conference organization could be
realized and the so achieved cost-saving could be transferred to exhibitors and
visitors in terms of reasonable or low-priced conference and exhibition fees.
How could/can
companies benefit
from the case?
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
Thanks to the regional focus, the close cooperation with numerous partners
contributing all a little to the project, a very cost efficient concept model could be
realized. This allowed for very low-priced conference fees that made it possible for
both very small companies and representatives from local authorities to participate in
this event. Thanks to that, many companies that could not afford to represent
themselves in larger trade fairs such as the IFAT ENTSORGA for example were
offered the chance to present themselves to an interested and high qualified
professional audience. Since especially representatives from local authorities or
water supply bodies are invited to the exhibition, the companies will have the
opportunity to come together with the decision makers of their most important
customers that will decide about the future applied water techniques in the Bavarian
region. That this was demanded by the companies can be seen in the high interest
of companies to participate as exhibitors in the event. Already months before, the
interest was so high that the original planned exhibition area had to be expanded.
“With the Süd- und Ostbayerische Wassertagung, an excellent platform for the
Bavarian water sector has been set-up. Thanks to the very good organisation, the
complete branch ranging from engineering offices to manufacturers of components
to relevant associations and local authorities can meet together to exchange market
information and discuss latest developments during a high class business
conference.”
This activity can be seen as imposing example for the fact that the needs and
requirements of small and medium sized enterprises in some cases widely differ
from the ones of large companies. The same holds true for the customer side: also
here many differences between private and public customer types have to be taken
into account. Therefore, the services that a cluster may offer should be addressed
and individually adapted to the very specific conditions of the branch members. This
is especially important if the branch is very heterogeneous – as it is the case in the
field of environ-mental technologies. Although, market and company growth and
inter-nationalization or innovation activities do play an important role for most of the
companies addressed, the way how to support them differs massively from one case
to the other. Of course, the participation or organization of large events or
international and leading trade fairs might be a must for clusters and most of their
members. However, also the focus on regional, local and sometimes rural or remote
areas has to be assured and also services and solutions for small-sized budgets
must be offered. Thus, the case impressively shows that it is not always the right
answer or strategy to only orient to large-scale and international activities, but having
smaller companies, smaller dimensions and local requirement in mind, instead. This
might be especially true for the companies from the environmental technology sector
but can be surely transferred to other clusters or sectors that call both their
members: large or even global players with B2B business next to a big group of
SME‟s having mostly public or other “special” customers. What can be learned from
the case is maybe: “For the little demand the little solution is the right answer” as well
as how synergies can be used and resources can be saved when cooperating and
working efficiently together.
1.2 Bavarian Cluster Automotive and Cluster Energy
Technology, Electric Mobility connecting Bavaria
Name of Cluster
Main Objective/
focus of Cluster
This is a joint project of the Bavarian Cluster Automotive and the Bavarian Cluster
Energy Technology, Both Clusters are managed by Bayern Innovativ GmbH
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Strengthen the competitiveness of the Bavarian companies
Fostering cooperation between companies and between companies and
research institutes as well
Bringing innovations faster to market
Building sustainable networks in
o Energy sector
o Automotive sector
Creating, coordinating and steering of joint R&D projects
Title of case
„Elektromobilität verbindet Bayern”
„Electric Mobility is connecting Bavaria“
case
AUDI, BMW, E.ON, MAN, Siemens, Stadtwerke München, Stadtwerke Ingolstadt, NErgie Aktiengesellschaft Nürnberg
Description of the
AUDI AG, BMW AG, BAYERN INNOVATIV GmbH, STADTWERKE INGOLSTADT
Netze GmbH, SIEMENS AG, EON Energie AG, MAN Truck & Bus AG,
STADTWERKE München GmbH, N-ERGIE AG are the companies who defined
needs and expectations for the project „Elektromobilität verbindet Bayern”. Bayern
Innovativ GmbH with the Clusters Automotive and Energy Technology is the
coordinator of this project, in which the idea of model regions and cities will be
extended to an integrated mobility concept – with a center axis Munich – Ingolstadt –
Nuremberg. Previous approaches of model regions will be further developed.
Including private and freight transport, railroad, aviation and local public transport,
new mobility concepts and services will be analyzed. Altogether the project is aligned
with the support and the accompaniment of the introduction of e-mobility on the
market.
The main focus is the identification of future ways of mobility and its challenges and
impact on market and technology. Initially, the technological focus will be on further
development and testing of charging infrastructure – also in terms of interoperability
and intermodality for realizing integrated mobility concepts. On July 27, 2010 the
Bavarian State Government decided to support the project „Elektromobilität
verbindet Bayern“ as a flagship project for E-Mobility. The project should be seen as
a Bavarian premium project on a national platform. The State Government especially
wants to coordinate the different activities in research, science and academia in
companies and local authorities in a goal oriented way. Furthermore the project
should set an impulse how future promotions of model regions and initiatives should
be approached. The project should get a reputation beyond Bavaria and be a
showcase for the Bavarian industry through presenting competencies on a national
and European basis.
Novelty of the
The novelty of the project is to bring all Bavarian key players in e-mobility, from the
automotive and the energy sector together, creating future directed projects in an
atmosphere of common sense. This is an approach which enables to figure out
targets interesting - not only for some companies. This approach gives impulses into
the whole area of e-mobility and helps to create projects. Their outcomes will be
transferable and usable in general.
1.3 Bavarian Cluster Medical Technology, Improvement of
further education in the field of medical technology
Name of Cluster
Bavarian Cluster Medical Technology (Cluster Medizintechnik)
Main Objective/
focus of Cluster
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Title of case
Improvement of Further Education in the Field of Medial Technology
case
Forum MedTech Pharma e.V., managing the Cluster Medical Technology Haus der
Technik e.V., Munich Center for Clinical Studies, VideoDoc
Description of the
Our work is based on our study investigating the need and supply of education and
further training in the field of medical technology published in 2008. Results of this
study were that the offered trainings are very good, but that trainings in some fields
seem to be missing. On the one hand the people searching for a training don‟t find
the matching training – the same with other fields of further training in Germany as
proved by other studies – on the other hand the supply
in the domain of
 Knowledge of Regulatory Requirements
 Knowledge of Management skills
 Technical know-how
should be enlarged and that organisations and institutions - like for example the
Forum MedTech Pharma managing the Cluster Medical Technology - are liked best
as a supplier of further training as opposed to commercial suppliers.
Networking of all those involved in medical technology
Individual support in the implementation of innovations
Targeted promotion of further education in the area of medical technology
Integration of regional initiatives
Generation of cooperation agreements in research and development
Consistent external presentation of Bavaria as a location for activities relating to
medical technology
Our strategy to improve the further training is twofold:
In order to improve the access to existing trainings of other providers we started
partnerships. We spread information about their courses and offer a 10% discount to
our members. A database to centralise the supply in the field is planned.
Furthermore we close the gap between demand and supply of courses which are not
offered by any other provider by organising them:
We offer
 Short-Course „Medical Devices Law‟ (three-hours overview)
 Physical-technical basics of Medical Imaging (three different one-day seminars
dealing with Ultrasound Imaging, X-Ray Imaging, and Magnetic-Resonance
Imaging)
 Course Clinical Studies for Medical Devices (two-day course)
 Online-Course Clinical Studies – Good clinical Practice Guideline and ISO 14155
(using presentations, films and additional study-material), certified with up to 24
CME-Credits of the Bavarian Medical Chamber
Our further training program is to be extended in the future. To provide best courses
we cooperate with the above mentioned institutions and are open for cooperation
with other established institutions.
A very important part of our strategy is that we are no and do not want to be a further
education institution. This means that we do not want to compete against further
education institutions and opens the way for cooperation.
Novelty of the
As our study proved there was no other efficient activity in this field before we started
our activities which should be provided as long as they are demanded.
As explained above it is a prerequisite to start a new course only if there is no other
provider. So our supply is unique. Especially to get the certification of an onlinecourse with so many CME-Credits by the Bavarian Medical Chamber is absolutely
new (for presence trainings 8 per day are the common amount).
We won one of the biggest continuing Education Providers in Germany as a partner
to offer a quite high discount (never given before) to our members.
the Cluster in the
case?
The Cluster is the leading institution and the main provider of the program.
How has the
company/companies
benefitted from the
case
Example Online-Course:
- Training of employees and study personnel with certificate of the Bavarian
Medical Chamber
- Improvements in the organisation of study centers, resulting in improvements of
clinical data
Any documentation
from the companies
regarding the
benefits?
501 participants in 28 trainings
93,23% of the participants joining the evaluation of the courses were satisfied or very
satisfied (best and second best rating)
What can be learned
from the case?
The planned database can be opened for other fields of technology.
Providing only what is needed and because of its novelty reduces effort in time and
money as well as rivalry to commercial further education institutions which opens
space for cooperation.
the Cluster in the
case?
 Building up the project from the first idea.
 Motivating & bringing the together the partners in a consortium
 Getting awareness and support in the political environment
 Coordinating the project activities
 Driving the project
The clusters are involved during the whole duration of the project (3-5years) by
contract
How has the
company/companies
benefitted from the
case
We believe that in the starting phase and also in the running phase it was and also
will be absolutely necessary to have a trustworthy and neutral coordinator. That
means that the coordinator has a certain distance from the singular interests of the
partners, brings an overview into the group and leads to a collective, objective
target.
Any documentation
from the companies
regarding the
benefits?
We are starting to create a documentation of the projects.
Some press releases and a mission statement are already completed.
The best documentation of the benefit is the matter of fact that the companies
agreed to conclude a contract with the cluster. The partners authorized the clusters
to manage the project for the next 3years and pay for the achievement.
What can be learned
from the case?
A Cluster can be the right and sometimes the only instrument to establish projects
with very complex structures and many different cross sectoral participants. In
such cases it is absolutely necessary, to have a project driver who is neutral and
absolutely confidential. And if the complexity is too large it can be helpful to do it
together with another cluster, like in „Electric Mobility is connecting Bavaria”.
1.4 Bavarian Power Electronics Cluster, Power Electronics to
Improve Energy Efficiency
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
Power Electronics Cluster in ECPE e.V., Nuremberg, Germany
Power Electronics is the technology associated with the efficient conversion and
control of electric energy from the source to the load. It is the key for improving
energy efficiency and enabling a sustainable energy supply based on renewables.
Initiate innovations in Bavarian industries taking advantage of the regional valueadded chains in power electronics – from the components to the systems:
- Initiate R&D and application projects with cluster stakeholders
- Organisation of workshops, tutorials other cluster events
- Strategic market development with SMEs (product and market
opportunities related to energy efficiency)
- Public relations for power electronics to improve awareness and
image in the public (e.g. for future young engineers)
Power Electronics to Improve Energy Efficiency
Companies e.g. Infineon Technologies, Semikron, Siemens,
FG-Elektronik, KIMO-Antriebstechnik
University and research institutes e.g. Technical Universities in Nuremberg and
Munich, Fraunhofer Institute in Nuremberg/Erlangen, University of Applied Sciences
in Aschaffenburg, Augsburg and Nuremberg
Other organisations e.g. chambers of commerce, technical and business
associations
The holistic approach of the cluster on ´Power Electronics to Improve Energy
Efficiency´ is taking advantage of a megatrend in society for the benefit of the
cluster stakeholders:
- Technology Study ´Potentials of PE to improve energy efficiency´
- Start programme on Research & Technology Roadmaps development
- Lobby work to initiate Research Programmes, e.g. German BMBFProgramme ´PE to improve energy efficiency´ or workshop in Brussels
on Énergy Efficiency – the Role of PE´
- Initiate Research Projects with cluster partners e.g. Ímproved Power
Management for Energy Efficient Vending Machines´ or ´Reduction of
Standby Losses of Consumer Electronics (Zero-Power Standby)´
- Organise Technical Workshops and Training and a monthly
colloquium on Électronics for Sustainable Energy Usage´
- Organise Transfer Events e.g. a series of transfer seminars for users in
cooperation with the chambers of commerce (e.g. energy efficient
lighting technologies, energy efficient electric drives, energy efficient
power supplies/data centres, 30 events with about 2200 participants)
and presentations at trade shows (e.g. PCIM Europe in Nuremberg).
- Information of Decision Makers from politics e.g. members of the state
and federal parliament and officers in Brussels
- Public Relations e.g. writing articles in newspapers and magazines,
production of an image film ´Power Electronics – The Key to Energy
Efficiency´, start a campaign Ýoung Engineers Needed´
Generic and holistic approach of exploiting a megatrend in society (energy
saving/efficiency and climate change) for the economic benefit of the cluster
companies and institutes (identifying and implementing business opportunity related
to power electronics for energy efficiency) instead of initiating single research
projects only.
The role of the Cluster:
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
- Strategic analysis, concept development (mainly by cluster companies
e.g. from the steering committee and advisory board)
- Implementation e.g. definition of research topics (mainly by cluster
stakeholders, companies and research institutes)
- Preparation of projects, organisation of events, public relations
(mainly by cluster management)
- New research programmes for power electronics projects e.g. the
60 mio. € BMBF programme ´PE to Improve Energy Efficiency´
- New market/business opportunities of cluster companies especially
SMEs related to power electr. products improving energy efficiency
- Awareness and visibility for power electronics as a key and enabling
technology, companies are actively using energy efficiency for their
marketing strategy
- Availability of well-educated young engineers
- Testimonial from the CEO of FG-Elektronik regarding the cluster
project Énergy Efficient Vending Machines´ saying: ´Without your
unbureaucratic and competent support we would not have been
successful to acquire this important project. Of special value for us was
your detailed knowledge of the subsidy scenery with its specific
demands and your good personal contacts to the project officers ...´
(original letter in German language on hand).
- several letters/emails appreciating and thanking for the excellent
technical and transfer events.
- Focussing on a megatrend in society and relate this to the subject of the
cluster
- Analyse the possible contributions of the cluster to solve the general
problem addressed in this megatrend
- Use a holistic approach (e.g. study, roadmaps, research programmes
and projects, training, transfer, public relations)
- Organise transfer events targeting at decision makers on the end user
side
- This approach can be transferred to other general topics in society e.g.
e-mobility, renewables and smart grids
2. COMPETENCE NETWORKS GERMANY
2.1 Food-Processing Initiative, „FoodSpot“
Name of Cluster
Food-Processing Initiative (FPI) e.V.
Main objective /
focus of Cluster
Our main objectives
1. To address the food manufacturing and service industries' needs to answer
questions regarding innovation, cooperation and communication in a crossborder setting.
2. To support the growth of food industries and research projects and proposals
by adding an extant and conciliatory knowledge-network.
3. To increase competitiveness of food industries by fostering product
development and process innovation.
4. To facilitate the transfer of current research and support to both theoretical and
applied problems.
5.
FoodSpot – transnational platform for innovation & collaboration
(see www.foodspot.eu)
Title of Case
Main participants
next to FPI e.V.
Regional cluster partners: Flander´s Food / Belgium; Food Connection Point / the
Netherlands; Food Valley / the Netherlands
Research: Fraunhofer Institute / Germany; NIZO / The Netherlands; University of
Gent / Belgium
Industry: Companies from the networks in the regions
Description of
activities
in the case
After meeting at several events in the region, the cluster managers from Flander´s
Food, Food Valley, Food Connection Point and Food-Processing Initiative agreed on
an “internal” workshop to exchange experiences and identify potentials for
collaboration. From this first meeting in December 2007 the transnational
collaboration constantly gained pace, mainly because of the similarities of important
food topics, the well-established business and science networks in the regions, and
a strong believe in the potentials of a close collaboration.
Important Milestones of this development towards the platform:
 Signing the co-operation agreement between the network partners in March
2008.
 Mentioned in the annex of the “Joint Declaration of Intent on the continuation of
strengthening the strategic cooperation” as good example, signed by
Government of the Netherlands and State of North Rhine-Westphalia in 2008.
 In January 2009 a series of workshops was launched in the three countries with
the topics food chain management, sensory and preservation.
 Constantly exchanging experiences and also forwarding company requests for
partners from industry and science.
 Successful project proposal for the Interreg-IVb project Food2Market, that
th
started end of 2010 and is co-financed from the regions. In this project a 5
partner, the German Institute for Food Technology is involved.
Novelty of the
Simply: FoodSpot is the first transnational platform for innovation & collaboration in
the food sector in NorthWestEurope (and even beyond)
The role of the
cluster?
The cluster managers in the four partner organizations were the drivers of FoodSpot
in the beginning. After identifying first ideas for collaboration these were shared with
members and stakeholders in the cluster organizations (feedback loop). The
feedback was very positive and motivating.
As all partner organizations are trusted partner in the respective regions with
established contacts to industry, science and politics (triple helix), the clusters are
the “hub” for all activities and contacts in the regions, acting as interface for the
international partners. With this platform approach industry and science can easily
and effectively find access to partners, knowledge and markets.
How have companies
benefitted from the
case?
Trust is an important “ingredient” in the collaboration, in particular in innovation
projects. With the collaboration of the partner organizations as “trusted partners” in
their regions this ingredient is a major benefit for the companies looking for new
partners, knowledge and markets.
Another major benefit for the companies are the existing (cultural) differences in
innovation management when approaching new market potentials. Combining the
different strengths in the regions in technology and demand driven innovations
synergies are easily realized at company level. The platform simply opens a far
bigger network.
In the future companies and research partners will even more benefit as with the
project Food2Market the partners have now more capacities to facilitate
transnational collaboration & innovation.
The aim of the Food2Marekt (F2M) project is to increase the innovation capacity of
NWE food sector SMEs by accelerating the transformation of ideas and knowledge
into new products, processes and services that increase SMEs‟ competitiveness and
allow them to rapidly react to market trends and access new transnational markets,
using as main inspiration two fundamental market drivers: sustainability and healthconsciousness.
To achieve this, partners will create a permanent transnational innovation incubator
on the basis of approved tools from the regions (like innovation link or facility
sharing). That will assist food sector SMEs in overcoming common barriers to
innovation and facilitate international (and in many cases interdisciplinary)
cooperation needed to achieve such innovation. The incubator scheme will be
piloted in order to ensure both first real impact and also to optimize the quality of the
support offered to SME‟s. This ensures that we reach our aim to permanently
improve the innovation framework for the largest manufacturing sector.
F2M will connect regional and national strengths, knowledge and experience of 4
close-by major food production and research areas in NWE, to create one globally
recognized hotspot for innovation and cooperation in the food sector.
Supporting food SMEs in getting their innovations noticed by their downstream
partners in the value chain (distributors, retailers and final consumers) will help to
successfully set up new and expanded transnational distribution systems.
Documentation from
the companies
regarding the
benefits
In personal contacts members and stakeholders of the partner networks gave very
positive feedback on FoodSpot. Besides around 150 experts from industry and
academia participated in the 3 workshops. They also gave us very good feedback for
the organization, the transnational exchange of knowledge and the new contacts.
Acting in the setting of the triple helix, also scientific and regional benefits are of
high value. The above mentioned Joint Declaration as well as the well approved
project Food2Market are clear landmarks for the benefit of the FoodSpot platform.
What can be learned
from the case
Starting from a very intense import / export relation, it still needs a long breath and a
clear vision to facilitate transnational innovation and collaboration. But as markets
are growing bigger, transnational collaboration gets more and more important for
food SMEs. The trust from industry and research as well as trust between the
partners is essential for success. With the existing commitment and open mind set
positive long-term effects will be realized.
2.2 BalticNet-PlasmaTec, „PlasTEP – Dissemination and
fostering of plasma-based technological innovation for
environmental protection in the Baltic Sea Region”
Name of Cluster
BalticNet-PlasmaTec (BNPT)
Main Objective/
focus of Cluster
BNPT aims to intensify the cooperation between science, research and industry
within the field of plasma technology. The main focus of the professional work is the
combination of different departments, as for example the application of plasma
technologies in environment protection in the workgroup Plasma & Environment.
Title of case
PlasTEP – Dissemination and fostering of plasma-based technological innovation for
environment protection in the Baltic Sea region
case
PlasTEP Partners:
- Technology Centre Vorpommern (DE)
- Leibniz Institute for Plasma Science and Technology (DE)
- VDI Mecklenburg Western Pomerania (DE)
- Risoe National Laboratory for Sustainable Energy, Technical University of
Denmark (DK)
- Lappeenranta University of Technology, ASTRal (FI)
- Riga Technical University (LV)
- Lithuanian Energy Institute (LT)
- Kaunas University of Technology (LT)
- Vilnius Gediminas Technical University (LT)
- Uppsala University, The Angstroem Laboratory (SE)
- Institute of Nuclear Chemistry and Technology (PL)
- The Szewalski Institute of Fluid Flow Machinery (PL)
- West Pomeranian University of Technology (PL)
- Association of Polish Electrical Engineers, Szczecin Branch (PL)
- University of Tartu (EE)
Description of the
All activities of PlasTEP refer to applications of plasma technologies to reduce
pollutants. Within this project 3 work groups will operate: The 1st group is focusing
on joint development of technologies to reduce the pollutants nitrogen and sulphur
oxides (NOx/SOx) and how they occur, primarily during all burning processes.
Group 2 concentrates on applications for reduction of volatile organic compounds
(VOC‟s) and particles that appear during e.g. polymer processing. The 3rd group
deals with plasma-based treatment of polluted water. This technical oriented work
will be supplemented by a separate work package caring about sustainability and
integration into educational activities.
To achieve the project‟s objectives and support the industrial applications for
exhaust gas/ air treatment, these four workgroups organise transnational field trials
under comparable conditions. The field trials are adapted to the respective terms of
use and potential user groups will be informed about results. With the international
project marketing the joint technology transfer is realised. Results are presented
regularly at various events like fairs, workshops and conferences, especially to
politicians and other opinion leader. At the same time the needed knowledge is
conciliated to company staff and students through training courses and summer
schools.
Novelty of the
-
Development of new combination methods through integration of catalytic active
materials
Cross-border cooperation in technology development and the subsequent
technology transfer
Effective utilisation of the partners„ experiences with the different plasma
technologies and development of a joint application guideline
Comparison of plasma processes with regards to the different applications and
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
-
Any documentation
from the companies
regarding the
benefits?
the total efficiency (through normed conditions during tests)
Comprehension of integration partners and future clients into the process
development
The BalticNet-PlasmaTec initiated the project and gave support in the application
phase and the project preparation
Many partners of the project are also partners of the BalticNet
The cluster guarantees sustainability (also after finishing the project)
The access to these technologies was simplified
Secured, comparable information about plasma technologies for environmental
purposes
Due to the organisation of test applications at customer side, the risc of
investments will be reduced
Depending on the respective application the best plasma treatment method can
be chosen
Lower costs for training of employees, which can be seen as the transposition of
the EU directive concerning lifetime learning
Adaption of processes to needs can be organised cost-efficient via the BNPT
workgroup Plasma & Environment
Higher security and technological support of future investments when introducing
new technologies
A documentation of successful test measurements at Aquanet S.A. (Poznan,
Poland) together with Rafflenbeul Ingenieure GmbH (Langen, Germany) as a
preparation of investment is available. The company Lesni in Billund (Denmark) and
a department of Vattenfall (Sweden) are involved in adaptation to some special
application.
Additional LOI‟s from different public institutions are available
- City of Greifswald (Germany)
- City of Tartu (Estonia)
- City of Szczecin (Poland)
- Voivodeship Gdansk (Pomerania, Poland)
- Voivodeship Szczecin (Western Pomerania, Poland)
- South savo Environment (Finland)
- Landesamt für Umwelt, Naturschutz und Geologie Mecklenburg Vorpommern
(Germany)
- Riga Ministry of Environment (Latvia)
- Vilnius Ministry of Environment (Lithuania)
- Riga Latvian District Heating Association (Latvia)
What can be learned
from the case?
Through the transnational cooperation in research and development and the
integration of industrial partners, the existing knowledge and resources can be used
more effective. Thereby, the market-entry barrier can be decreased. That allows
especially SME‟s to introduce innovative technologies. At the same time R&D can be
adapted to market needs at an early stage.
2.3 GIQS “Industrial Liaison Office“
Name of Cluster
GIQS (Trans Border Integrated Quality Assurance)
Main Objective/focus
of Cluster
GIQS is a platform for international collective research and development in the
agrifood sector. Actors from business, science and public authorities (golden
triangle) are united in this network. The purpose is to initiate and implement
cooperative projects in the area of consumer protection and quality management of
the agrifood industry.
Title of case
Facilitating trans-border and inter-organisational innovation processes by developing
and implementing the Industry Liaison Office (ILO) and to inform stakeholders of the
European pork industry about innovative concepts via an online platform
http://www.q-porkchains-industry.org/.
case
The ILO comprises 62 partners from 19 different countries (20 universities, 15
research institutions, and 27 business partner & industry associations). All partners
can be found here: http://www.giqs.org/en/projects/q-porkchains/members/.
Description of the
Within the Q-PorkChains network, a so called Industry Liaison Office has been
established to facilitate the communication between industry and research and to
deliver support for administrative tasks etc., which have to be taken within the
innovation process. Furthermore, it acts as an innovation broker, which offers
management support services specifically for economic actors. In this regard, the
ILO takes on a bridging function
between the European research area and industry partners by mediating content
between different thematic working groups and performs the following tasks:
 Coordination of several innovation teams in pilot and demonstration chains that
aim to validate and implement research results
 Support of industrial actors (especially SMEs) to participate in research and
development activities
 Integration of new industrial partners by a competitive call
 Dissemination of state-of-the-art know how towards training events, conferences,
e-learning tools, lecture sessions, trade fair presentations, workshops and delegation
trips
Novelty of the
Novelty: The participation of business partners in R&D activities is crucial for the
success of the innovation process. Achieved research results should be validated
and implemented in so called pilot and demonstration chains in which the business
partners are active. These are core elements in the network which focus on the
involvement of industrial partners in testing and demonstrating innovations and new
technologies.
Uniqueness: These challenges were/are initiated and supported by the ILO. In this
context, the office acts as a unique “institution” which didn‟t exist in this way before.
By doing so, it was possible to minimize barriers existing for industry partners before
entering such a big research network and to facilitate the rollout of research results
into the European meat industry. Behind this background, the business partners
were able to enter an already existing network, structure and organized support
initiative. GIQS has been chosen to develop and manage the ILO due to previous
experiences and the existing network like contacts to relevant SMEs in the sector. As
already mentioned above, it is at this moment a unique activity, but it is that
successful that it could become a regular service offered by GIQS.
Initiation: The activity was initiated by the European Commission as well as by the
Q-PorkChains project coordination consortium.
Activity formed part of the strategic priorities of your cluster: The ILO has got a
high priority for such purpose as to develop and to test long-term services. With the
help of this activity it is possible to develop a service as it has not exist before and in
order to this to stay sustainable competitive.
the Cluster in the
case?
Focussing on the need to stay competitive, innovation activities have to be taken by
industrial actors. In the special case of SMEs, innovation culture as well as
innovation budget is often nonexistent. Therefore, research projects and networks
offer the chance to take these challenges and profit from existing resources.
However, the integration of industry partners in such projects has also barriers that
have to be overcome, e.g. the lack of time and personnel, as well as missing
experiences in administrative issues (regarding such kind of EU funding
opportunities). Especially, by entering new markets contacts to other actors are
missing. In this regard, special information on the branch can additionally be helpful.
Behind this background, the ILO supports the industry partners in different ways. By
using the experiences regarding the organization of collaborative and development
projects, administrative barriers can be minimized. Furthermore, due to the broad
orientation of the GIQS network members, contacts can be established to widen the
scope of the industry partners. Also the lack of time and personnel can be minimized
by supporting the business partners with documentation, financial questions etc. in
their daily business. Not only organizational aspects, but also the dissemination of
project results towards internal and external actors of the meat industry is the task of
the ILO. In this context, especially the target group industry is focussed by the
dissemination activities. The aim is to spread the research results gained within the
network to a broad audience and to enable a far-reaching knowledge transfer.
How has the
company/companies
benefitted from the
case
As it is already named above, companies from industry have various barriers which
have to be exceeded while entering research projects (lack of an innovation culture
and budget, lack of time and personnel as well as experiences in administrative
issues and lacking contacts and knowledge by entering new markets). Behind this
background, the management support services of the ILO created a central issue for
the economic partners participating in the network. Through this device, the complex
structure of the consortium could be simplified for new industrial partners entering
into the innovation process. Furthermore, the research project had an increased
amount of resources at its disposal through the establishment of the ILO, in order to
conciliate the numerous demands of the fund providers in ways suitable to the target
groups and thus shape the integration of the economic actors efficiently.
Any documentation
from the companies
regarding the
benefits?
On the online platform six companies stated their motivation to participate.
http://www.q-porkchains-industry.org/Motivation-to-Participate.140.0.html. Regarding
the dissemination activities, all in all, 20 trainings took place in France, Denmark,
Spain, the Netherlands, Hungary, the Baltic Countries, Germany, Poland and
Bulgaria. The number of participants differs from the type of the event. E.g. at the
trade fair SPACE in France 2010 where research results were presented to the
industry, 107,327 visitors (9,336 international visitors) were present.
What can be learned
from the case?
The special about the network is the chance for industry partners to enter an existing
network structure and profit from the experiences gained during the previous
activities of the ILO (GIQS). Furthermore, a centrally operating institution is also an
advantage and additionally the requirement for the transfer on other innovation
networks. All tasks that have to be taken regarding the implementation, performance
and evaluation of activities can be organized by one institution. Therefore, the project
partners as well as the fund provider can use this channel for the conflation of
numerous of activities.
2.4 Logistics Initiative Hamburg, „Logistics School Award”
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
Logistik-Initiative Hamburg / Logistics Initiative Hamburg
The Logistics Initiative Hamburg was established in 2006 by representatives of the
business community and the Hamburg State Ministry of Economics and Labour
Affairs. With more than 470 active members from the logistics industry and related
sectors, this powerful network is the largest of its kind in Germany. As a publicprivate partnership, the Logistics Initiative aims to expand Hamburg‟s role as the
leading logistics hub in Northern Europe and provides support for the logisticsrelated industry, trade and service companies.
Logistics School Award – Hamburgs Logistik Wettbewerb für Schulen (Hamburgs
Logistics School Competition)
Technical University Hamburg-Harburg, State Ministry of Economics and Labour
Affairs, several companies such as Hermes Fulfilment, DHL Freight etc.
The Logistics School Award competition invites young people aged between 16 and
19 to put their business ideas in driving a logistics companies into practice in a virtual
business game. Schools in the whole Metropolitan Region of Hamburg took part in
this competition which was held online during four hours in the afternoon (in the
student‟s free time).
Each school consisted of at least one team (the “affiliated group”) divided into four
groups of two to three students (the “companies”) which represented each one level
in the supply chain of a determined product (in this case: soap). Raw materials were
sold by the administrator who acted as well as end costumer.
The different groups then traded with each other disregarding their belonging to their
school. The aim was to succeed economically.
Unique about this concept is the combination of an ideas competition and an online
business game contest. Students trade on a real time market with “real” costumers
(no intervention of the program), so that they immediately see the results of their
decisions. Apart from these general economic questions such as pricing, students
deal with questions like transport or storage and have the possibility to acquire a
basic understanding of supply chain management and logistics.
That means that on the one hand schools can submit economic knowledge and on
the other hand students can experience a concrete work situation in the logistics
sector by taking part in this competition.
In the run up of the competition there have been organised visits of different logistics
companies for the participants, which complement the experience made during the
game.
Furthermore, Schools were provided with teaching material to prepare their
participating students.
The companies of the Logistics-Initiative Hamburg already work together in the
recruiting of apprentices and try to improve the image of the logistics sector among
potential employees. In those discussions they agreed to support the idea of the
Cluster-Management to this kind of competition to increase the knowledge as well as
the interest of young people in our industrial sector. The Cluster-Management
initiated an organised the competition.
How has the
company/companies
benefitted from the
case
The companies organised in our network benefitted directly and indirectly: directly by
providing a tour to present their facilities and services and to introduce themselves
as an attractive employer; indirectly by improving the image of the logistics industry
in order to make the sector more attractive for the future careers of the students.
Any documentation
from the companies
regarding the
benefits?
Business sectors are competing to attract young people onto apprenticeship
schemes in a bid to increase home grown talent and benefit their bottom lines and
this should start in school. Via this competition young people become acquainted
with the companies and the other way round. We send a clear message to
employers and learners that every apprenticeship is a high quality investment in the
skills they need for the future
The Winning Team can decide on its own how to spend the prize money for its
school or class. The winning class in 2010 decided to use the money for a trip to
Munich in May 2011. In Munich they want to visit the leading International Exhibition
for Logistics, Mobility, IT and Supply Chain Management. The Winning Team of
2010 is infected by the spirit of logistics!
What can be learned
from the case?
People learn best by experiencing things – that is what the students also have done
in the competition. We are convinced that this is also the best way to inform young
people about the career opportunities of certain industrial sectors.
Secondly, this competition shows how to combine a topic that students deal with at
school – economics – and the special interest of one industrial sector by putting
them together in one activity.
2.5 CyberForum e.V., „SaaS4KMU – Software as a Service for
Small and Medium-Sized Companies“
Name of Cluster
Main Objective of
Cluster
Title of Case
case
Description of the
CyberForum e.V.
CyberForum brings IT-companies together, forces their network, offers a broad
variety of events and services to its members. All activities take place in order to
connect companies & people. Members work together in different national as well as
international projects with respect to develop innovative products. At the moment a
project called SaaS4KMU is ongoing since February 2010.
SaaS4KMU – Software as a Service for Small and Medium Sized Companies
Research partners
KIT (Karlsruhe Institute of Technology)
FZI (Research Center for Information Technologies)
Companies
1&1 Internet AG
IBM AG
and 13 innovative SMEs from the region of Karlsruhe, Germany
The SaaS4KMU consortium came together in order to develop seamless Softwareas-a-Service solutions, consisting of single parts (e.g. CRM, catalogue systems,
security systems) built up as a kind of “out of the box”-solution that can be adapted
to the customers´ needs very easily. This holistic solution is called “Integrated SaaS”.
Each partner delivers specific parts of the solution, e.g. CAS Software AG the
Customer Relationship part, ontoprise GmbH an ontology-based search, WIBU
Systems AG security systems, POET AG a catalogue system and 1&1 Internet AG
the platform (and a lot of potential users).
But the collaboration is not restricted to this single aim. The partners work together
also in small projects with a quite narrow focus (e.g. raumobil GmbH with econda
GmbH in the field of Green Mobility; WIBU Systems AG, fun communications GmbH,
CAS Software AG and KIT in the field of OpenID / InformationCard etc.).
The SaaS4KMU consortium comes together regularly to discuss important topics
and new project ideas. Workshops take place every 2 months, Special Interest
Groups meet approximately once a month (depends on their activities).
The SaaS4KMU consortium has for this case a common marketing and PR strategy
that is supported and coordinated by the network management (CyberForum).
Novelty:
Central coordination point has the overview of all activities, strategies, aims etc. of
the SaaS4KMU partners. There is a deep trust between the SaaS4KMU partners
and this central coordination point.
Therefore the central coordination point is able to identify innovative projects that can
be done together by some SaaS4KMU partners. At the same time it can provide a
kind of “partner matching” and propose new partners for the SaaS4KMU consortium.
Novelty of the
Innovation:
This project aims to build up not only a Cloud Computing platform but also to
combine products (especially software) of our project partners to a seamless total
solution that fits the requirements of small companies. A tight network of SMEs
opens their software interfaces in order to build up a seamless SaaS solution.
Therefore, a very trustful cooperation is needed. Our vision is not only to share ITknowledge, but also personnel for a set of common projects.
SaaS4KMU is a unique activity yet. This was the first step in order to develop
CyberForum from a loose network to a tight collaboration cluster .It is planned to
take over the concept to other cluster activities of the CyberForum within the next 1-2
years, because we have seen, that our members can profit a lot from this central
the cluster in the
case?
How has the
company benefited
from the case?
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
coordination point that coordinates activities of specific clusters, leading them to new
innovative products and therefore to success.
Central coordination point:
Coordinates all activities of the SaaS4KMU consortium
Makes “partner-matching” between companies
Supports the marketing and PR activities of the consortium
Organizes all meetings, conferences, workshops for the SaaS4KMU
consortium
Supports SaaS4KMU partners in writing project proposals
Coordinates all administrative activities that are necessary for the funded
projects.
Represents the SaaS4KMU consortium on conferences, fairs etc.
The companies benefit in different ways:
They gain new partners, new collaborations
They need not to coordinate any administrational activities (this is done by
the cluster)
They are supported when writing project proposals
They are shown potential projects / collaboration partners (pro-active
support by the cluster)
Develop new innovative products
Quantitative results were not measured yet, because the case started just 1 year
ago. It is very difficult to measure the effects in such a short period of time. One
quantitative result can be e.g. a funded project that was initiated within the case.
Several SaaS4KMU partners identified a possible collaboration project and wrote
together a project proposal. This proposal was approved by the German Ministry and
is funded (approximately 50% funding for the joint partners).
The companies are very grateful for the support and coordination within the project
proposal writing process. They have learnt a lot during the numerous workshops, not
only how to write a project proposal but also about the importance of knowledge
transfer between companies working in a similar technological field.
Centrally coordinated, trustful network of companies is able to create and invent a
broad variety of innovative products within a very short period of time. It is very
important to deliver on central coordination point that coordinates ALL activities of
the project partners. This structure allows the central coordination point (in our case:
the CyberForum) to get an overview of all ideas, all strategies etc. of the partners.
Therefore it is able to recognize potential collaboration projects, common project
strategies etc.
2.6 ITS Niedersachsen, “Establishment of a Pan-European
Emergency Call System“
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
ITS Niedersachsen e.V.
ITS Niedersachsen has its focus on telematics and safety critical applications,
intelligent transport systems and the organization of conferences, seminars and
symposia about these topics. At present a big upcoming key-application is the panEuropean in-vehicle emergency-call “eCall”.
Establishing of a pan-European emergency-call-system. This project named
“HeERO” stands for Harmonised eCall European Pilot and is funded by the
European Commission.
The eCall launching project HeERO determines a few necessary players of the
political sphere that are involved in launching of eCall. These are the Federal
Ministry of Transport, Building and Urban Development, the Federal Ministry of
Economics and Technology, the Federal Ministry of the Interior and the Ministry of
Economy and Transport of Niedersachsen.
ITS Niedersachsen is leader of the German team. Moreover the direct German
HeERO consortium partners besides ITS Niedersachsen are ADAC e.V., OECON
GmbH, NavCert GmbH, NXP Semiconductors Germany GmbH, Flughafentransfer
Hannover GmbH, Continental Automotive GmbH, S1nn GmbH & Co. KG.
Furthermore ITS Niedersachsen co-operates with the Björn Steiger Stiftung, who is
the German pioneer of the classic emergency call, and several PSAPs (Public Safety
Answering Point).
HeERO is at least a European project, which means that more than 40 companies
and organisation from all over Europe are involved. Therefore it is a perfect
opportunity for all cluster members to establish new international contacts.
The pan-European in-vehicle emergency call is estimated to have the potential to
save up to 2 500 fatalities annually in the EU when fully deployed, to reduce the
severity of injuries, bring significant savings to society in healthcare and other costs
and reduce human suffering.
The project HeERO addresses the pan-European in-vehicle emergency call service
“eCall” based on 112/E112, the single European Emergency number. The in-vehicle
eCall is an emergency call generated either manually by vehicle occupants or
automatically via activation of in-vehicle sensors. When activated, the in-vehicle
eCall system will establish a voice connection directly with the relevant PSAP, this
being either a public or a private eCall emergency centre operating under the
regulation and/or authorisation of a public body. At the same time, a minimum set of
incident data (MSD) will be sent to the PSAP operator receiving the voice call. The
eCall service will use the common European standards defined by ETSI and CEN.
HeERO will deliver a set of eCall implementation and best practice which will help
and accelerate the deployment of the service in the participating Member States and
also in the countries not involved in the pilots. Therefore the most important long
term impact in Europe is the deployment of a sustainable and interoperable eCall
service across all countries. This will lead to increased traffic safety as eCall is one
of the essential traffic safety systems.
From the stakeholders‟ point of view, HeERO pilot gives to other national and
international stakeholders, apart from the rescue team, the possibility to get involved
in the project and take part in the whole eCall service chain, preparing themselves
for the introduction of the eCall service all over Europe.
The eCall-project started in 2002 and since then, significant progresses have been
made in the definition and specification of the public eCall service.
Important progresses have been reached also in terms of Member States and eCall
stakeholders‟ commitment. The Memorandum of Understanding prepared by the
eCall DG has currently been signed by 20 Member States, 4 non-EU States and
more than 100 public and private organisations, including representatives of all
stakeholders in the value chain.
The objective of project HeERO is to demonstrate the functionality of eCall to
prepare the roll-out in the upcoming years.
Novelty of the
the cluster in the
case?
How has the
company/ companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
eCall is a door-opener for telematics applications in cars. It establishes an in-vehicle
infrastructure that is the pre-condition of numerous new solutions and developments
like car-theft protection or tolling.
The key advantage is that the eCall is standardized, because it is a safety-relevant.
This will avoid a patchwork of different systems. This harmonization can open new
markets like in the topic of dangerous goods or other car-to-car-communication
themes. This new technical solution opens many new markets.
ITS Niedersachsen works on the one hand on several other related projects to
enable third party solutions and on the other hand to make cross border solutions
possible. Moreover the eCall-system could be enlarged on other road users like
motor-cyclists.
ITS Niedersachsen combines the competences of the second largest research
airport in Europe to build up a German consortium to take part in the European
HeERO project and to work on the key application eCall.
It ensures as the German team leader that all necessary know-how is gathered in
the team to work together on an international level. ITS Niedersachsen received the
support of the political players as a non-profit network. This was the core
requirement to work in this field. This could not be done by any profit organization or
company.
Moreover ITS Niedersachsen acts as first mover in relation to the ITS Action Plan
and as coordination link between the European Commission, companies and the
national political stakeholders, because it present the ideas and issues direct to the
Commission. It has the agenda to integrate SME into main stream projects like eCall.
Additional activities are the presentation of these topics to a bigger public at fairs like
CeBIT and at self-organized conferences. Furthermore ITS Niedersachsen ensures
the contact to other relevant EU projects like COMeSafety1+2 and CAR 2 CAR
Communication Consortium, because it is involved in both projects.
The companies are able to build up technical know-how. Hence, they can bring
themselves in a leading position for the future. Furthermore they benefitted from the
new international contacts, which can be also a door opener to entering new
markets. At least the consortium partners get a direct financial support by the
European Commission.
no
This case shows that it is very important to identify and to claim a topic very early to
come in a first mover position. There was only the possibility for one German
consortium to take part in the HeERO project and to get the support by the political
players. This helps the companies to get a strategic position and to co-finance their
own R&D activities. The cluster is able to invest the first activities to establish a team
and to elaborate the proposal.
It is very important to addresses all these activities on a European level. This is the
only way to compete with other players in the field of high-tech applications like
telematics and ITS.
2.7 Fördergesellschaft Erneuerbare Energien e.V. (FEE), Society
for the Promotion of Renewable Energies
2.8 GEOkomm networks
2.9 InnoZent OWL e.V.
2.10 BioPark Regensburg
2.11 Aviation Cluster Hamburg Metropolitan Region
(Luftfahrtcluster Metropolregion Hamburg e. V.)
2.12 NieKE- The Food Innovative Niedersachsen, University of
Vechta
3. DENMARK
3.1 CFIR (Get FÌT Finance IT Tuesday)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Copenhagen Finance IT Region (CFIR) www.cfir.dk
Copenhagen Finance IT Region (CFIR) is a cluster organisation which focuses on
innovation and growth within the finance and ICT sectors. CFIR has 14 partners
including business associations, labour unions, universities, and the public sector
from Denmark and Southern Sweden. CFIR‟s purpose is to develop and promote the
Danish and the Øresund Regional financial sector focusing on the potential in the
high degree of interaction between finance and IT.
Get F'IT – Finance IT Tuesday http://www.cfir.dk/Forside/Arrangementer.aspx
Universities: Aarhus School of Business, Alexandra Institute, Copenhagen
Business School, IT University Copenhagen, University of Copenhagen and others
Public sector: Ministry of Economic and Business Affairs and The Danish Ministry
of Science, Technology and Innovation,
Private companies: CSC, CSIS, Danske Bank, Danish Bankers Association,
Financial Services Club in London, Danish IT Industry Associations, IBM, Infosys,
Jyske Bank, Lexifi, Nets, Nordea, Nykredit, SimCorp, TCS, TDC and other
companies. Labour unions and business associations from the finance- and ITsector.
Sponsors: The Capital Region of Denmark, EU Regional Fund and CFIR's partners.
Get F'IT - Finance-IT-Tuesday is a series of after-work meetings held last Tuesday
every month. It is open to all people interested in finance and IT. Get F'IT is a
strategic tool for CFIR to set an agenda, connect the right people and has proved to
be an effective launch pat for new projects. Below is described examples of
successful Get F'IT-meetings:
February 2010: The agenda of this meeting was IT and innovation in financial
products. One of the key notes was professor in programming languages Fritz
Henglein from the University of Copenhagen, who proposed a joint research
collaboration in functional high-performance computing for financial IT. CFIR acted
as the facilitator for follow up meetings and the outcome of this work is the 5+m euro
research centre HIPERFIT (Functional High Performance Computing for Financial
Information Technology www.hiperfit.dk) in the University of Copenhagen with 6
company partners including 4 Nordic banks: Danske Bank, Jyske Bank, Nykredit and
Nordea, SimCorp a Danish-based IT-company, and Lexifi, a French-based ITcompany. The research will address the financial sector's daunting computational
challenges ranging from transparency to performance and develop a whole new
programming language in close industry-academia collaboration.
March 2010: The agenda of the March meeting was IT security and protection of
computer and networks against malicious attacks from Trojan horses and botnets. In
this meeting CFIR gathered the universities, public sector and private companies
from the Tele-, Financial and IT-sector and it resulted in a lively debate. Following
the meeting CFIR is facilitating a consortium to create an academia-industry
research project called CounterBOT based in the Danish Technical University.
November 2010: The agenda for this meeting was contact less payments, new
NFC- and mobile technology and the key new business model opportunities these
technologies create. The meeting was used to promote and render some of the
findings from the CFIR project called the Future of Money. CFIR is building a real
size lab sponsored by the Danish Capital Region and the EU Regional Fond together
with CellPoint Mobile, Copenhagen Business School, Danske Bank, IBM
(Nice/Zürich/Copenhagen), Innovation Lab and Nets to explore future payment
scenarios.
January 2011: The agenda for this meeting was digitalisation and public-private
partnerships. Based on the learning's for the digitalisation of the Danish Property
Registration two key notes from the private sector and two key notes from the public
sector discussed new possibilities. The Danish Property registration is the only
property registration in the world which is fully digitalised and the learning from this
work can be applied to new innovative initiatives with the finance-, IT and public
sector.
Novelty of the
the Clu-ster in the
case?
How has the
company/companies
benefitted from the
case
The Get F'IT meetings are novel by being an efficient meeting place and tool to
promote and create new innovative partnerships. The meetings have been well
visited from both public and private organisations and put attention to new strategic
partnerships and possibilities in finance and IT. The finance and IT sector in
Denmark is innovative, but so far there has only been a limited number of
collaborations with the universities. CFIR and Get F'IT help to close this gap.
The CFIR secretariat works as facilitator for the Get F'IT meetings, raising
awareness and identifying new and innovative collaboration opportunities in the
Finance and IT cluster.
CFIR was launched in March 2009 and the first Get F'IT meeting was in January
2010. In this short time several new innovation collaborations in finance and IT has
been facilitated by CFIR with a turnover so far for more than 7m euro and the
possibilities for growth and innovation in the region far exceeds these numbers.
"CFIR and their successful Get F'IT network meetings is a very important
organisation for the IT University's goal to create value with IT in general and in
financial IT in particular. CFIR has been instrumental in establishing valuable
relations between key players in the financial sector and researchers at the IT
University."
- Jørgen Staunstrup, Dr. Techn, Provost, IT University of Copenhagen
Any documentation
from the companies
regarding the
benefits?
“We generally support and partner with CFIR/Get F’IT in the research activities that
potentially have high business relevance, and we highly appreciate the facilitating
role that CFIR has played in the establishment process of HIPERFIT for which we
have high expectations. ”
- Sinan Gabel, director Group Market Risk Management, Nordea
"The Get F'IT arrangements have had just the right balance between
topical focus and intensity on the one hand and interaction time on the other hand to
facilitate effective networking. CFIR has been instrumental in facilitating the
establishment of HIPERFIT, a cross-disciplinary and multi-institutional research
centre with an ambitious research agenda and, yet, both feet on the ground."
- Fritz Heinlein, Professor, Head of HIPERFIT, Department of Computer Science,
University of Copenhagen.
What can be learned
from the case?
The case of Get F'IT confirms the importance of creating well thought meeting places
even when the participating companies are sizable and resourceful. It also
demonstrates that good results can be achieved with small means. The monthly Get
F'IT meetings are en efficient tool for CFIR to create network across the sectors and
address the cluster's innovative challenges. The focus of Get F'IT is finance and IT,
but similar tools could prove efficient in other clusters. Furthermore the Get F'IT
concept could be spread to other finance and IT clusters and CFIR would like to
ambassador for exchange of ideas and network between these.
Contact: Business Consultant Anders Pall Scott, [email protected] +45 3370 1107
3.2 Network for Market, Communication & Consumption
(branding platform regional food)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Innovation network for Market, Communication & Consumption
(Innovationsnetværk for Marked, Kommunikation & Forbrug).
http://www.imkf.dk/
To create a platform where advertising and market research agencies can meet
production firms and in collaboration with business researchers develop knowledge
on branding at the global market. The main goal is to disseminate the latest
knowledge of brand management and communication to small and medium size
firms.
Creating a branding platform for regional food in Southern Denmark: Funen as a
case.
Smagen af Fyn (The taste of Funen), a producer network.
Kulinarisk Sydfyn (Culinary South Funen), Farmers market association.
Kold College (Food and agriculture college in Funen).
Udvikling Odense (Municipality business development agency).
University of Southern Denmark, Dept. of Marketing and Management.
The overall idea of the project is to generate competences in the cluster of farmers,
production firms, distributors and educational institutions in this field. All participants
are focused on high quality food and members of the “Smagen af Fyn” (The taste of
Funen) network. The goal is to disseminate cutting edge knowledge from world
renowned researchers (lead by Professor Søren Askegaard) at the Department of
Marketing & Management at University of Southern Denmark, relate this knowledge
to current market challenges and develop better tools to operate at the global
market. The activities shall benefit firms as well as educational institutions. Kulinarisk
Sydfyn (Culinary South Funen) is the biggest farmers market for high quality food
product in Scandinavia.
The cluster has been created by organizing workshops for the participating firms,
first in their own branch, and then at a more general level. The firms are all small and
medium size, they are not used to working together and they see themselves as
members of a group, since they are all much focused on their own uniqueness.
Through workshops it has been possible to create a common understanding of the
need for a regional brand of Funen to meet the competition from global brands in the
local market place, but also vice versa to create a brand, that they can use
individually or as a group to compete at the global market. In research terms called
glocal branding. The intention has been to create this common platform of a regional
brand for the participating firms and also to involve the major regional institution of
education within this field (Kold College, the food and agriculture college of Funen)
as a significant partner, since the basic ideas can be sustainable by educating
upcoming agents in regional branding and the advantage of clusters as a common
platform for these different branches.
Novelty of the
Even at the local marketplaces at Funen the local producers compete with products
and brands from many other countries. Thus this cluster is exemplary in meeting the
new challenges at the global market today. For the first time cutting edge research
on glocal branding (the fact that global and local issues are blended in the
contemporary market place in numerous ways that generate multiple new challenges
and opportunities) has been used to develop real life business strategies. Applying
these new glocal brand management theories and the notion of local markets and
the competitive power of been local on small and medium size firms strategies, has
not been done before. We do not know of similar projects anywhere else.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
The researchers in the cluster initiated the gathering of the different shareholders in
the project, and the researchers were active agents in convincing the different firms
to unify, form the organization, give up their self interests and work together in this
cluster. The researcher‟s elaborated knowledge of global marketing management
was extremely helpful. Without the notion of the competitive advantage of a glocal
branding strategy this cluster would not have been established. It was also crucial
that the researchers had long experiences in working with cultural differences among
small and medium size firms, since these firms are not aware of the advantages in
collaborating with others. These firms are often created by one person who is very
proud of the firm‟s uniqueness, which also reflects his personal identity.
For the first time the firms involved in this cluster have been working together across
the different sectors (farming, food production and distribution). It has been a difficult
task since it is essential to many of these small and medium size firms to feel
independent and unique. It has been part of the strategy to involve the main
educational institution of the field, the Kold College, in the cluster for the purpose of
making these changes durable and the cluster sustainable. It is our impression that
this has happened. The goal was to create a platform for a regional Funen brand for
this cluster. And that is now a fact. In the next phase of the project the cluster must
engage with commercial advertising agencies to come up with a branding strategy
and a campaign. In this phase researchers will act as independent advisers, but
concrete implementation must be executed by commercial agencies.
Since the main body of the firms in the cluster are small and medium size it is difficult
to get reliable statistics of their revenue and profit. But the firms involved have
expressed that they gained a lot from being in this cluster. The different shareholders
in this cluster (Smagen af Fyn, Kulinarisk Sydfyn, Udvikling Odense) have for ten
years tried to create a cluster without succeeding. So it is fact, that the involvement
of the researchers and their theories of glocal branding was the main reason why we
today have a cluster of farmers, production firms, distributions agents, educational
institutions and local business development agencies collected in this cluster.
To our knowledge the research literature on glocal branding has been used and
tested on real life firms for the first time. The region of Funen has been used as a
case, and the results from this project can be used in other regions, in Denmark
but also around Europe. The development of regional food brands can be essential
for many regions in Europe, and this case can teach them how to use their unique
regional characteristics in their competition with global brands, that are invading
more and more areas in the market. Many of these regions are also in need of
competitive power, since they are often marginalized area far away from the
metropolitan areas and high tech development, and not able to create wealth in
future unless they are able to create some competitive advantages.
3.3 PlastNet (Use of Polypropylene fibres in bricks and tiles)
Name of Cluster
PlastNet facilitated by Plast Center Danmark
Description of main objective:
Main Objective/
focus of Cluster
To enhance and innovate the use of polymer materials within and across industries
in order to increase the competitiveness of Danish business enterprises from a
polymeric point of view.
This object will be achieved through project work focused on polymer chemistry and
material sciences with participation of leading research institutions, universities and
relevant business enterprises.
Title of case
case
The Use of Polypropylene fibres in bricks and tiles as a crack-controlling agent
Most important Companies
Danish Fibre
Monier
Skandinavisk Textil Kemi
Total Petrochemicals
Wienerberger Petersminde Teglværk
Wienerberger Sønderskov Teglværk
Other Organizations
Plast Center Danmark (Facilitator of cluster)
FORCE Technology (Research Institute)
Syddansk Universitet (University)
Today PP fibres are used as a crack-controlling agent in concrete. However, the
owner of the company Danish Fibre wants to clarify, whether PP fibres has a similar
effect in bricks and tiles. If this is the case the tile and brickworks can reduce their
cost of production considerably.
Description of the
In order to clarify this, a technical project was initiated, where various fibres were
manufactured and added to bricks and tiles during full-scale tests at relevant tile and
brickworks.
Afterwards the manufactured bricks and tiles underwent various technical
examinations and tests carried out by Plast Center Danmark and Force Technology.
Simultaneously Syddansk Universitet made a market survey in order to estimate the
market potentials.
The project is still in progress, but very interesting and promising results have been
obtained regarding stability of tiles dimensions during drying processes.
Novelty of the
Novelty of the Activity
The project is very innovative, as it deals with development of new products to new
markets. Moreover, the leading company is a SME.
The handling of new and innovative projects is a service regularly offered by the
facilitator of the cluster.
the Cluster in the
case?
Major Roles of Cluster
The role of the cluster was and still is project management, technical examination
and testing.
Dissemination of obtained results is also a role of the cluster.
Results Obtained
How has the
company/companies
benefitted from the
case
The project is still in progress, but so far the participating companies have obtained
major technical input regarding the addition of fibres to bricks and tiles. Moreover,
they have obtained valid and statistical significant information about their own
production, as all testing has been carried out by the use of statistical planning tools.
Through the project work the partners have also increased their network and new
collaborations have been established.
Documentation regarding benefits
Any documentation
from the companies
regarding the
benefits?
Quotation from the Production Manager at Danish Fibre, Palle Kuntz:
For some years we had considered initiating this project, but could not do so due to
lack of finance. However, due to the assistance and project management by the
cluster, the project was initiated in 2009.
What makes the Case Special and Interesting to Others?
What can be learned
from the case?
Innovative projects initiated by motivated SME‟s really make a difference for the
industry itself and the surrounding society.
If such projects are not supported by a cluster or the like they will most likely not be
carried out due to lack of finance and knowledge.
3.4 KVCA Cooling Cluster (A specific education programming)
Name of Cluster
Main Objective/
focus of Cluster
KVCA Cooling Cluster
KVCA has been established to increase innovation and knowledge sharing tin the
refrigeration industry. The two main drivers are conduction of innovation projects
across companies and enhancement of competencies by offering of tailor-made
courses and educational programming. KVCA will ensure focus on energy efficient
and environmental benign solutions in the fields of food preservation, indoor climate
and process cooling.
KVCS‟s primary objective is to create professional and personal networks and to
facilitate collaboration and knowledge sharing across the different member
companies. KVCA‟s secondary objective is to contribute to the design and
implementation of the vital educational initiatives that will secure its members‟
access to long-term innovation, competitiveness and global leadership.
Title of case
case
Description of the
A specific education programming between KVCA Cooling Cluster and DTU – The
Technical University of Denmark
DTU – The Technical University of Denmark and company members of the KVCA
Cooling Cluster
The members of KVCA Cooling Cluster are working with smart energy solutions
within the cooling area. The last 4 years, the cluster has been in close collaboration
with university DTU and the students via a clearly defined education programming.
This has resulted in a significantly larger interest of the subject cooling at DTU's
energy education. And several students in an early cycle have had a close
relationship with business.
It's not just companies that are profiting from a close collaboration with the research
environment. Universities get more students that are much earlier prepared for a job
when they participate in the training programming.
Facts about the education – 3-weeks course
The course is called 'Introduction to refrigeration' and is arranged for students at
DTU.
Week 1: basic refrigeration technology with guest lecturers from DTU.
Week 2: design task for refrigeration at DTU.
Week 3: company residence, presentation of project and exam at week's end.
rd
The students will during the first two weeks participate in a course at DTU. In the 3
week the students make an internship in a company, in groups of 2-3 students.
During the four days in the company, they work on a problem defined by the
company. The fifth day in the internship will take place at Alsion in Sønderborg. The
students present their project assignment and results from their company.
Novelty of the
KVCA Cooling Cluster started these activities in 2006 and it has been a great
success. The number of students at DTU‟s energy education has increased
continuously.
It is also one of KVCA‟s main objectives in the strategy.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
KVCA facilitates the training program, a 3-week course directly to involve businesses
in training new engineers. Normally, a company in Esbjerg might not have a direct
relation to a research institute in Lyngby. But with this initiative ensures the cluster
organization an innovative collaboration to benefit both parties.
It increases the companies' recruitment base, and the collaboration provides the
students with better job opportunities when they are finished as engineers.
It's not just companies that are profiting from a close collaboration with the research
environment. The universities get students, who much earlier in their education are
prepared for a job in the industry.
The company Vestfrost A/S has had students in internships of two laps. The
students have worked with concrete cooling technical challenges. "Energy
Optimization of wine coolers" and "Design of vaccine coolers". Denmark has
traditionally been a very strong international player in the industry dealing with
refrigeration. If these competencies must be maintained in the future, it is important
to remain trained engineers specializing in refrigeration.
'This training program is great', says development manager from Vestfrost A / S Lars
Gorzelak. "It gives students a better baseline to decide the area they will specialize
in. It also gives the companies a good impression of the level of how new graduates
are educated. It is also important that students - beyond the theoretical disciplines also get a more general business understanding. All our efforts must of course
ultimately be seen on the bottom line. "
It also gives the company an awareness of what types of employees they need. The
companies have an interest in ensuring that there continuously are new talented
young engineers educated to the market.
3.5 VE-Net (Energymap.dk)
Name of Cluster
Main Objective/
focus of Cluster
Innovation Network VE-Net
Innovation Network VE-Net is an innovative network related to energy. The aim of
the network is to create collaboration initiatives between companies and research
institutes with the purpose of increasing the application of research-based expertise
in the business community and to solve high technology matters.
Title of case
Energymap.dk
case
Initially the participants were VE-Net and the Energy Industry of Danish Industry in
collaboration with the companies in VE-Net, including DONG Energy and the Danish
Technological Institute. The first model of the portal was elaborated in collaboration
with MILLA A/S.
The present owner group now consists of:
Climate Consortium Denmark
Danish Agriculture and Food Council
The Confederation of Danish Industry
The Danish Energy Association
The Danish Wind Industry Association
Description of the
The EnergyMap.dk project is a Google-Earth based portal and represents a virtual
map of Denmark. It has been created to make current and future Danish energy
competences and research more visible through demonstration and
development projects.
Novelty of the
For the first time ever, Danish energy competences are shown in an overall platform
which makes it possible to search through all kinds of data such as companies,
energy technologies and location.
the Cluster in the
case?
Innovation Network VE-Net has invented EnergyMap.dk, contributed to the
development of the concept and worked intensively on providing funding for the
portal. Private funding has been obtained as well as funding from the Fund for
Marketing of Denmark, the Climate Consortium and its sponsors.
How has the
company/companies
benefitted from the
case
Ownership of the platform was transferred to the Danish Climate Commission in
2008 and turned into the official platform for Danish energy competences in
connection with the COP15 world climate conference in Copenhagen.
The platform thus served as a broad and well-prepared platform prior to COP15
whereby participants from all over the world could plan activities with and visits to
Danish companies prior to the conference.
Any documentation
from the companies
regarding the
benefits?
Visit the platform on www.energymap.dk where approx. 350 companies and
organizations have entered profiles, projects and case stories.
3.6 Danish Sound Technology Network (Event Mobile – a new
era for live music experiences)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Danish Sound Technology Network
The vision is that Denmark is a leading country with regards to sound technology in
terms of knowledge, research and education. Danish sound technology will be the
epitome of high quality in products and services, as well as in physical rooms and
social contexts. The network embraces individuals, organizations and businesses
involved with sound technology. We create a new space for innovation, collaboration
and dissemination of knowledge across existing areas and stimulate the use of
research and evidence based knowhow among start-ups and SMEs.
Event Mobile – a new era for live music experiences
Event Mobile is a unique idea to enhance sound experience at live concerts and
events by offering the public to purchase additional sound streams and editing
opportunities delivered in real time currently via the FM band to their mobile
telephone. The service use a combination of GPS and sound localization tracking to
compensate for different distances to the stage front speakers. On the technical site
the solution requires sound signal processing, mobile terminal technology, and
transmission and streaming technology. In addition, the case develops new business
models involving stake holders such as the artist, right holders, event promoter and
Event Mobile.
CrossOverGobal (start up); Rohde & Schwarz (large global company and high end
technology provider of core technologies for mobile terminals); and the Technical
University of Denmark (research based knowledge related to digital signal
processing and mobile technology).
In 2010, the network made a call for pitches, urging inventors, entrepreneurs and
SME‟s to come forward and present their idea, invention or growth plan in front of an
expert panel.
The pitches were presented at a matchmaking event held in February 2010 in the
venue VEGA, Copenhagen, in order to attract more unusual cases related to music.
The expert panel was composed of experienced industry leaders (mainly from R&D
or market development department); researchers from universities; representatives
of the public growth promotion system; and Connect Denmark.
Seven cases pitched their ideas at the event. The pitches were all pre-qualified using
questionnaires and individual interviews.
Two of the pitchers were matched by the network with research institutions in two
new innovation projects funded by the network. The institution‟s contributions to the
projects were research based knowledge and evaluation methods. Both companies
are now in the seed phase, and Event Mobile is further ready with a go-to-market
strategy.
The network is still in close contact with both companies, and has facilitated Event
Mobile‟s access to test in a market situation by opening doors to major festivals and
leaders in the live music market.
The novelties of the case are:
Novelty of the
1. Chose a venue for the matchmaking event that attracts the target group.
2. Be aware of the potential synergy between advanced technologies, content
and user defined needs.
3. Bring in and facilitate research based knowledge in an early stage of the
start-up‟s life.
4. Help the start-up to access the market, enabling product tests with potential
clients and market leaders.
5. Maintain continuous contact and be pro-active in offering your assistance
and sincere interest in the development of the product.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
1. Initiating the matchmaking event, acting pro-actively.
2. Facilitating access to research and market.
3. Continuous follow-up.
rd
1. Trustworthiness increased towards 3 parties.
2. Proof-of-concept as regards technology was strengthened, i.e., more safe
grounds for development of product and innovation.
3. Moral support: The company‟s belief in its own qualities and ideas.
4. Continuous support: Knowing that the network will continue to act
supportively as long as it is needed.
The company has promoted the successful cooperation at several events and the
founder Claus Vesterskov has the following statement: “The collaboration with the
Danish Sound Technology Network has been instrumental for advancing and
qualifying the technological platform. Their help and support has increased our
creditability and opened doors to investors and the marked.”
The network believes that market situation, characteristic of industry sectors and
regional structures are multiple and greatly influence the possibilities. The findings
the network emphasizes are:
What can be learned
from the case?
1. Think untraditionally. Don‟t hesitate to exit the boundaries of the university
or business parks and meet people where they are.
2. Research your companies carefully and see each one as an individual
resource with individual needs.
3. Wait to push research until relations are established and needs defined. As
a general rule, market access is much more attractive to the companies.
4. Use your strength as a national network to facilitate access to multiple
relevant partners.
5. Suggest research based assistance to the start-up as early as possible
when relations have been established.
6. Nurse the start-up continuously, let them feel that they matter to your
organization.
7. Be prepared to continue personal treatment for years – if needed.
3.7 InVIO (Creative Alliances in North Jutland)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
ApEx – Center for Applied Experience Economy/
InVIO – Innovation network for Knowledge-based Experience Economy
(Innovationsnetværk for Vidensbaseret Oplevelsesøkonomi)
ApEx is established as a regional cluster organization and a technology center in
North Jutland with the purpose of promoting growth and occupation within
experience economy. ApEx works to bring experience economy and experience
design into practical use so as to generate unique experiences and innovation.
MoOZ – Mobile Experience Zones (Mobile OplevelsesZoner)
ApEx, Fårup Sommerland, Aalborg Zoo, Nordsøen Oceanarium, Skallerup Klit
Feriecenter, Nordjyske Medier.
More Mobile Relations, Responsfabrikken, VisitNordjylland, etc.
The aim of the MoOZ project is to develop new concepts and digital content for cell
phones, along with gathering and developing knowledge on the subject. This occurs
by testing and studying how users apply the mobile services and the digital content,
which is developed and implemented in the project process. Based on these
experiences and observations the collected project knowledge is generalized so that
it will be applicable to future developments of mobile services.
Specifically, work is focused on a number of sub-projects within the overall project
framework where various applications are being developed that generate
experiences via mobile media, e.g., relating to:
 Experience outings
 Services and information before, during, and after the visit
 Experiences and learning
Description of the
Presently, the concrete services and concepts developed in the project are as
follows:
1. ”Noorhjem”, a mobile, interactive treasure hunt developed by VisitNordjylland, and
where the MoOZ project has contributed to the development of the treasure hunt
components for the attractions as well as sparred in matters of the general
development.
2. "Before, during and after the visit” (Før, under og efter besøget) focuses on
rendering the guests‟ cell phone the 360 degrees communication solution from which
they can access information about and experience the attractions before, during, and
after the visit to the actual attractions.
Furthermore, in the final part of the project, work is presently focused on developing
st
the following solutions, which will be ready around June 1 , 2011:
- Mobile media and school services, including experiences and learning potential.
- An events service via the cell phone during the visit
- Service and experience applications for the attractions
- Experience outings relating to communication and learning
All solutions during the development phase are tested by users, and extensive user
studies are carried out after the implementation.
Novelty of the
With the project there have been created a number of concepts and experiences that
previously has not been created to the same extent and context.
The project is not technologically innovative in the sense that new basic technologies
are developed. Instead, exciting tele-, mobile, and wireless technologies are
combined and applied in new ways and customized to the individual activities and
experiences that are desired.
Each concept is in principle innovative yet builds on a number of existing
experiences already developed in North Jutland through projects such as DAC-MAN,
Vera from Vestbyen, and the Viking Route
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
ApEx has acted as project manager and has facilitated the process from start to
finish. The ApEx consultants have identified the project‟s focus areas in collaboration
with the partners, offered advised during the development processes, handled
supplier contact, imparted knowledge to the partners, communicated the project and
its results, handled communication in the project, as well as administered the project
based on existing guidelines. The project is also relevant to InViO‟s innovation
project, for which reason knowledge and experience are transferred between the two
clusters and projects.
The project partner has benefitted, and continues to do so, from the project in
relation to the following:
- Installation and thorough testing of mobile applications
- Establishment of knowledge and experience in relation to development and
implementation of mobile applications
- Greatly increased knowledge of visitors‟ specific use and assessment of mobile
services
- Increased insight into the potential of mobile media and the development and
knowledge of existing solutions
- Innovative vision development in relation to the businesses‟ implementation of
mobile media
- Increased network in relation to players within the mobile media world
CEO Jens Otto Størup, Nordsøen Oceanarium, states:
”The Nordsøen Oceanarium has through the MOOZ project gained new knowledge
about the numerous possibilities and limits within mobile services; and we have had
the opportunity to render the communication interactive communication, new to our
visitors. This is facilitated by visitors applying their cell phone to be sent out on an
experience tour/treasure hunt through our exhibitions. In this connection, Apex has
been of great assistance in technological matters as well as a good sparring partner
with regard to the development of the course, particularly when it comes to the
technical part of the project”
Head of marketing, Jonna K. Madsen, Skallerup Klit Feriecenter states:
”As participant in the MoOz project, Skallerup Klit has gained access to knowledge
on new digital media and how these can be utilized in communications with the
world. The project content has provided inspiration to working with new platforms
and communication tools, which are estimated to add value for visitors as well as to
the company.”
In general, there is positive feedback from participants regarding the services being
developed and the renewed insight they gain in relation to the opportunities of mobile
media, as well as the challenges they entail.
The project offers new knowledge on how mobile services work and is applied in
practice by the end users – in this case with the participating attractions. In the
excitement over the new mobile technological opportunities, there has not been
conducted that many large scale-studies of the type as in the MoOZ project. This
knowledge and experience can relatively easily be transferred to many other areas
and in that way reduce many costly experiences form other players.
3.8 Welfare Tech Region (Matchmaking of innovative Welfare
Technology)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
What can be learned
from the case?
Welfare Tech Region
Welfare Tech Region is a Danish business cluster promoting new business
opportunities and technological products and services for health care, elder care,
and service care. In Welfare Tech Region you find a unique interplay and
collaboration between businesses, hospitals, universities and public authorities,
resulting in a dynamic environment rich in innovation and knowledge sharing –
prerequisites for new company formation and creation of new products that are
useful to society and improves the daily lives of people.
Matchmaking- Maturation of innovative Welfare Technology product ideas.
Business consultants, developers, manufacturers, researchers, designers, students
and user capital fund.
E.g. Designskolen Kolding, Aabenraa Kommune, Center for software Innovation,
INVIA, Force Technology, Odense Kommune, AppFactory ApS,Sygehus
Sønderjylland, Life Partners A/S, Safecall Denmark ApS, Wecare, Syddansk
Universitet, Fåborg Rehab, eglu A/S, Discover Systems, Tønder Kommune, Ålborg
Universitet, Danfoss, Telecall.
The purpose of the event is to bring the right people together, comprising
companies, universities, cluster and other organisation on product and concept
development. Welfare Tech Region brought the relevant workshop participants
together. Together they had 3 sessions to discuses the idea and provide feedback
and input. Based on matchmaking the Companies with a new welfare technological
product idea have the unique opportunity to get competent feedback and
collaboration. The Companies can use this event as a stepping stone to get the idea
further developed and matured and somehow realize the idea. Furthermore the
municipality and hospital have the opportunity to express their requirements.
The Matchmaking events for maturation of innovation product ideas have never
taken place before.
The novel of our matchmaking event is that we have invited the relevant people, who
can provide feedback and collaboration to realize the idea, including capital funds,
business consultants, developers, manufacturers, researchers designers, students
and user. The attendance at the matchmaking was great, almost 150 turned up. The
direct effect is that the companies can bring the idea a step further, and strike up
cooperation with people from the workshop or other relevant people from the event.
Hopefully it will result in a beneficial project.
Welfare TechRregion invited relevant partners who could provide feedback and
collaboration to realize the idea.
Companies with a new welfare technological product idea, have the unique
opportunity to get competent feedback and collaboration. The Companies can use
this event as a stepping stone to get the idea further developed and matured and
somehow realize the idea. Now we have 14 ideas in progress, all projects that met
the challenges in the ageing society. Hopefully in the long run the products will
create growth and workplaces
Our matchmaking event has proven to be one of the most rewarding cluster activities
– which we have ever experienced.
The concentrated work on a specific idea, not only resulted in a specific product
partnership and output, but also creates new relations that will have far reaching and
positive consequences in the year to come.
We have learned that the bottom line is to intelligently bringing people together to
discuss a specific product idea, will lead to so much more than one could imagine in
terms of new partnerships and contact-making.
3.9 InfinIT – Innovation Network for IT
4. FINLAND
4.1 Energy Technology competence cluster, Finland “Direct 2
Business”
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
Energy Technology Cluster Programme
Objective is to increase the competitiveness of SME companies in Finland. The
focus is on the industry with significant growth possibilities on the international
market:
1. Companies manufacturing machines and equipment for energy production,
distribution or consumption
2. Companies providing services for the energy sector
Direct 2 Business
Merinova Oy, Hermia Oy, Jyväskylä Innovation Oy, Prizztech Oy
The team was collecting the information about the activities planned in EU countries
how they will achieve the 202020 targets in each country.
Thin information was translated to local language and analysed. In earlier project the
companies‟ active in Renewable energy was collected and grouped in technology
groups.
Now then the team has the need from the EU markets and lists of products and
companies, on education program was performed to inform the companies about the
markets in different countries for their products. So they are able to focus their
activities correctly.
To use the public EU information available about the country level activities panned
in coming years to help the SME companies to help them to select relevant
countries, where their products will have potential markets due to the supporting
activities in those countries.
The project was performed by the Cluster companies.
All the SME companies participating in the education have better knowledge about
the market potential for their products in EU countries. They are also aware of the
country level support available in target countries. By this way they can use their
limited resources to countries where they have best possibilities to be competitive.
They can also adjust their products to be better suitable for local needs due this
project.
The education phase of the project is going on and the financial results will be visible
in coming years.
The feedback from the SME: participating in the program has been very positive and
they see that they have got a lot of help from this project.
Doing thing together we are able to save a lot of effort for example translating and
analysing all the documentation from all EU countries instead of doing it separately
in all SME:s and doing the same work hundreds of times.
4.2 Living Business Competence Cluster “Cohousing –
business potential and new dwelling solutions”
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Living Business cluster
The main objective of the cluster is to contribute energy efficient and user driven
business for small- and middle sized companies.
Cohousing – business potential and new dwelling solutions




companies (19 pcs)
universities (1 pce)
municipalities (47 pcs)
others (14 pcs)
Description of the
 launching a diverse network
 quadruple-helix as an operational environment (municipalities, companies,
universities and end-users)
 thematic workshops and benchmarking
 gathering of scattered information and finding the latest knowledge
 planning and executing a common platform in the internet
Novelty of the
The launched portal works as a database and it‟s a virtual meeting place for all the
actors interested in cohousing:
 municipalities can inform in the designated building grounds for cohousing
 companies can promote their services, products and know-how
 research – and development organizations get signals on new topics
 habitants get relevant information in cohousing and can find partners for their own
projects
the Cluster in the
case?
 cluster enabled start-up of a new and larger co-operation
 expertise in applying for finance
 as an undependable actor, cluster made it possible to create a network where
companies with similar business interests could operate
How has the
company/companies
benefitted from the
case
 all the companies (17 pcs) in the case have renewed their business
 new companies have been founded during the case (2 pcs)
Any documentation
from the companies
regarding the
benefits?
 positive response and several success stories learnt through discussions
 further information is available in the cohousing portal in
www.ryhmarakennuttaminen.fi
What can be learned
from the case?
 using quadruple-helix model creates new innovations
 gathering scattered information and know-how can speed up new business
potential for companies
 interdisciplinary co-operation strengthens incipient changes, which will have
increasing significance in the society
4.3 Intelligent Machines Competence Cluster, Finland “Mini –
cluster model of Intelligent Machines Cluster, case FIMA –
Forum for Intelligent Machines“
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Intelligent Machines
(http://www.oske.net/en/competence_clusters/intelligent_machines/)
The purpose of the Intelligent Machines cluster programme is to transform Finland
into a leading country with international networks in the field of development and
manufacture of intelligent work machines by 2013. The cluster programme is
creating a Europe-wide co-operation network in which Finnish companies will be
central operators.
Mini- cluster model of Intelligent Machines cluster,
case FIMA – Forum for Intelligent Machines (http://www.fima.fi:)
over 40 member companies, universities and research institutes
over 500 participants in events annually
List of current FIMA -members: http://www.hermia.fi/fima/jasenet/
Description of the
FIMA is a network for mobile work machine manufacturers, specialist companies,
system integrators and research institutes. It promotes and outlines research and
product development in the field in accordance with this industry‟s needs.
FIMA defines its own strategic research objects:
-outlines strategic research in the field
-maintains the strategic research agenda (SRA) in the field
-launches research and development projects
-promotes cooperation with international players in the field
-maintains knowledge on global research and development trends in the field
The research projects are prepared in theme groups which are open to all members.
Novelty of the
FIMA‟s idea is to bring the best specialist together to define the common needs of
the industry and plan the necessary measures to support the competitiveness of the
companies.
The focus of FIMA‟s research is applied basic research. This in turn is focused on
strategic technology research which aims to develop shared basic solutions and
methods for the mobile work machines industry.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Machine-building requires strong expertise in technology and capabilities for rapid
response to demanding customer needs.
The challenges can be met only through smooth co-operation.
Intelligent Machines cluster program is the founder of the numerous miniclusters (for
example FIMA). Those miniclusters are the company based focused networks that
engage a significant number of machine-building companies in creating strategies for
the industry‟s future and, in co-operation with the research institutions, in starting and
financing research and development projects.
Fima provides members with opportunities to take part in and influence precompetitive research projects around challenging topics.
Members receive knowledge of the technological development, research and future
trends on the field and gain information on the product development needs of the
industry. Networking with competent partners is also an essential benefit.
Annual research volume of approx. 2 MEUR
Project portfolio of 4-6 projects
Contribution of 20 full-time research
Any documentation
from the companies
regarding the
benefits?
Moro information about active FIMA Projects:
http://www.hermia.fi/fima/in_english/research/
What can be learned
from the case?
FIMA‟s key objectives are
- To develop a method of operation in which companies jointly invest in long-range
research, and thus forward the allocation of public funding in intelligent mobile
work machines.
- To secure the continuity of the innovation chain, from basic research through
product development to products that can be commercialized.
-To ensure a solid technological expertise base for companies, for their strategymaking and business development.
- To find the objects of applied basic research that is most characteristic to the
industry and by focusing on them become a globally leading expert in these areas.
- To implement international cooperation where the needs of Finnish companies
are emphasized and in the context of which international leading ex perts seek their
way to Finland.
- To promote the emergence and development of spin-off business activity in
order to strengthen the concentration of expertise in intelligent machines.
- To influence the development of education in the field, taking into consideration
companies‟ developmental needs and the preservation of a high international
standard of research.
- To strengthen the formulation of companies‟ product ranges and business that
covers a product‟s entire lifecycle.
5. NORWAY
5.1 Technology akvARENA
Name of Cluster
Technology akvARENA
Develop the cluster toward becoming a world leading supplier of sustainable
technology for aquaculture
Main Objective/
focus of Cluster
Title of case
case
Main Goal
•
More robust partners as a consequence of increased
cooperation, establishment of a cluster
•
Increased profitability for the members
EXACTUS
SINTEF Fiskeri og havbruk
Salmar Farming AS
Marine Harvest Norway AS
Lerøy Seafood Group ASA
VAKI Aquaculture Systems Ltd
EWOS Innovation AS
BioMar AS
Nexans Norway AS
Norbit SubSea AS
Ocea Gruppen AS
Directorate of Fisheries
Christian Michelsen Research AS
SINTEF IKT
Havforskningsinstituttet
Norges veterinærhøgskole
Norges Tekniske Naturvitenskapelige Universitet, Institutt for teknisk kybernetikk
Universitetet i Oslo
Main objective of the project
The project's main objective is to obtain new knowledge and a technological basis for
future biomass measurement systems with a potential to approach the desired
accuracy, reliability and operational requirements in large cage aquaculture systems.
Description of the
Novelty of the
The industry‟s vision is ±1% accuracy on salmon average weight and ±0.1% on the
number of fish in the different size classes ready for slaughter (2-3, 3-4kg etc). The
project aims to develop knowledge and demonstrate solutions which can help to
make the quantum leap in biomass control from the current status of 5- 10% typical
error towards the industry‟s vision.
It is clear that the industries desired accuracy will not be reached solely within this
project.
The aim of the project is rather to explore the scientific baseline necessary to obtain
a leap in control towards the vision. This will be done through a thorough
examination and exploration of new solutions in instrumentation, computer
modelling, fish behaviour and operation of technology.
The consortium is convinced that a wide, multidisciplinary, scientific approach is
needed to provide the basis necessary for a significant progress in biomass control
for large cages
This is a unique project and the results will benefit the whole aquaculture industry,
both regarding sustainability and profitability.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
This project was a result of a workshop organized by Technology akvARENA. The
workshop focused on biomass control in aquaculture, and instigated a new workshop
and a pre-project on the subject funded by akvARENA. Many of the project
participants are members of akvARENA.
This project is an ongoing project. The project is of major importance for the whole
aquaculture industry, both economically and environmentally.
The project is not yet completed.
This is a very good example of what collaboration between industry, research
institutions and government management can result in. It is a very good example
of what cluster activity can result in. The objective is to solve a huge challenge in
aquaculture industry, and by doing so, contributing towards a more sustainable
and profitable industry. The project will, if successful, contribute significantly
towards developing the industry as a whole.
5.2 Norwegian Centres of Expertise Micro- and Nanotechnology
(NCE MNT)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Norwegian Centres of Expertise Micro- and Nanotechnology (NCE MNT)
Cluster focus is on Micro- and Nanotechnology, and its aims are:
 Support increased growth and innovation for existing businesses in the
cluster
 Formation of new businesses with international potential
 Create an attractive environment for internationally owned companies to
invest and grow in the region
 Create a strong regional innovation system to facilitate commercialization
and future value creation to continue long after the NCE project‟s conclusion
Centre for Research, Innovation and Industry- creation of an innovation hub in a
cluster through extended public private partnership
NCE Micro and NanoTechnology
MicroTech Innovation
Electronic Coast
Vestfold University College
SIVA - The Industrial Development Corporation of Norway
Horten Industry Park
Innovation Norway
Research Council of Norway
Vestfold Municipality
Horten Municipality
Stage 1: Interaction with cluster enterprises to define major innovation barriers
(infrastructure, services and proximity)
Stage 2: Definition of activities to address most important barriers, how to overcome
these (cluster interaction, lobbying, educational efforts etc)
Description of the
Stage 3: Evaluation of results and potential added benefits (potential to grow idea to
another level, convert infrastructure challenges to an innovation hub possibility)
Stage 4: Financing –how to realize public funding for efforts (challenge: no
single/clear addressee to present infrastructure costs to)
Stage 5: Creation of Public-Private Partnership (PPP) (investors) to overcome
financing challenge (recruiting partners and initial users)
Stage 6: Creation of Extended Public Private Partnership (EPPP) to grow idea to a
new level (Synergistic public and private entities for extended service provision,
outside of main cluster focus)
Stage 7: Realization of infrastructure and innovation hub contents(populating the
infrastructure and creating sustainable collaborative efforts)
Novelty of the
Prior to this specific action, nobody had attempted to isolate key factors limiting the
development of the cluster as a co-dependant entity. Prior efforts had been focused
mainly on pursuing actions on the basis of urgent needs of one or more of the cluster
members. The activities resulting from the identified challenges opened up for a
much wider possibility/potential than envisaged at the outset.
Key action items included use of both regional innovation programs and national
cluster initiatives in a combined effort to lobby support from local municipalities,
regional and central authorities, industrial companies, investors and national funding
agencies.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
The cluster management took an active role in defining limiting factors for the cluster
and its development, but did not stop here. Instead the management took an active
role in defining, developing and realizing the bigger picture.
The cluster management initiated the idea development, created plans for the
centre, secured land area and worked with local government in area planning and
regulation. Furthermore, when public money would not finance the development, the
cluster management obtained initial tenants and secured private investors for the
development.
The efforts have resulted in the co-location of industries with government
development organizations, commercialization and incubator facilities, networking
agencies, R& D and laboratory providers, educational providers, financing and
investment banking agencies etc. In the first phase, the development consists of
more than 11000m2, with plans to extend to close to 40000m2. In addition, the local
municipality is developing adjacent areas into industrial space, in a consolidated
property planning action.
More than 45 million Euros is put into the infrastructure phase I development, and
the actions are additional to a 35000m2 campus development for the regional
technology college. In total, about 125 million Euros have been invested in new
building infrastructure at this extended campus.
Any documentation
from the companies
regarding the
benefits?
SIVA-The Industrial Development Corporation of Norway: “The creation of a center
has been discussed for a while, but it was not until NCE MNT materialized that it
became a reality. The FIN centre is a product of the NCE initiative in Horten. I have
high hopes that this centre and will advance the Norwegian micro- and
nanotechnology industry.”
Horten Municipality:” The FIN centre will drive the region to become a powerhouse
within the Norwegian micro- and nano industry.”
Vestfold University College: “I see this Centre as an instrument that links local and
regional industry with each other and the public sector.”
Memscap:”We are enthusiastic about the opportunity to utilize laboratory facilities in
the new FIN centre.”
We would argue that our case already has inspired other clusters in Norway
developing similar ideas to pursue similar models to ours.
What can be learned
from the case?
There is a tendency to consider first and foremost public financing for regional
development functions, but here we see an example of how perseverance can lead
to private funding for what many sees as a public task, and in turn release
additionality within an extended public-private partnership – the pure essence of
clusters as enablers.
5.3 Norwegian Center of Expertise – Systems Engineering:
Kongsberg
5.4 Norwegian Centre of Expertise – Maritime Case 1
5.5 Norwegian Centre of Expertise – Maritime Case 2
6. POLAND
6.1 Innovative Industrial Cluster, Association of Producers of
Casting Components KOMCAST
Name of Cluster
Main Objective/
focus of Cluster
Innovative Industrial Cluster, Association of Producers of Casting Components KOMCAST
Cluster‟s main objective is to enhance collaborative technology development on
order to stimulate rapprochement of industry and R&D. This aim, together with the
will to stimulate internal networking, is also supported by cluster‟s efforts to search
and acquire third-party funding. Also, cluster aims also a lobbying for casting industry
on both local and national level.
Title of case
Reactivation of vocational schools in the region that has a long traditions in casting –
human capital adapted to regional economic profile
case
Cluster board (board of the Association of Producers of Casting Components) and
cluster manager, who were initiators and partners during discussion with authorities
responsible for vocational schooling in the region.
Description of the
Novelty of the
Lack of suitable and well qualified technicians was identified as one of the biggest
problems for firms being cluster members. On supply side, it was a consequence of
both non-flexible offer of vocational schools and the policy which was not conducive
to this type of education. On demand side, it was a consequence of declining interest
in technical vocational education for the benefit of general education (negative image
of casting technician as a profession).
This situation has motivated cluster to act on behalf of the entire casting industry in
the region for reactivation of technical vocational casting schools. Activities
undertaken by cluster management were directed both towards negotiation with
public authorities responsible for education (change of curricula, creation and
promotion of attractive educational offers for youngsters) and towards biggest
casting enterprises being cluster members. The latter created a profiles of specialists
they will need in the nearest future, as well as participated in costs of building
professional educational positions in vocational schools equipped tich up-to-day
CNC technologies (corresponding to modern equipment in casting firms).
Additionally, Technical University of Rzeszów as cluster‟s member together with
AGH University of Science and Technology from Kraków declared adaptation of their
curricula to the profiles of vocational schools‟ alumni wishing to continue their
education.
In consequence, clusters‟ efforts in this field have led to launch a new direction of
teaching in one vocational school in Rzeszów. In order to encourage young people,
three companies within a cluster have declared the reimbursement of transport for
pupils commuting to schools, and offered practical and professional training in their
plants. Also, graduates have the opportunity to work in plants where they
apprenticed.
This case can be perceived as a kind of hitherto rare public-private partnership,
because firms form the cluster contributed financially to public schools in exchange
for adapting the educational offer to their needs and profiles.
the Cluster in the
case?
Cluster‟s board and cluster manager have been taking part in numerous official
meetings with public authorities, in vocational schools and at universities, gaining
support for this idea. Without a cluster organization, companies from casting industry
in the region probably would not be so effective in this field.
How has the
company/companies
benefited from the
case
Companies were included in the process of proposing changes in curricula in
vocational schools. In consequence, future alumni will be equipped with valuable
practical skills so desirable in the industry.
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
Available after contact with cluster.
Clusters activity may go beyond business activities or R&D activities in the clusters
themselves. Cluster can also reach strong bargaining power in relations with public
authorities. This case shows that companies needs from the field that traditionally
public authorities may carry out, can be also be a subject of effective lobbying due
to the cluster organization.
6.2 Printing and Advertising Cluster in Leszno (Minimal
organization for cluster’s competitiveness – the concept of
”limited centre” and ”creative homelessness”)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Printing and Advertising Cluster in Leszno
Cluster‟s activities concentrate on internal networking, development of human
resources and to some extent, also on collaborative technology development.
Minimal organization for cluster‟s competitiveness – the concept of ”limited centre”
and ”creative homelessness”
Cluster companies, SMEs, supported by cluster‟s manager, acting rather as network
facilitator than just administrator.
Cluster is aware of scarceness of its resources and thus has developed procedures
of gaining maximum profits from networking in these conditions. This practice can be
simplified to two basic terms:
 “creative homelessness”,
 “limited centre”.
In the first case, the concept of having cluster‟s office was consciously abandoned
when it became apparent that there are so many offices as many companies in the
cluster exist. The company of cluster‟s coordinator, who is also an entrepreneur,
keeps records of the association and gives its contact details as a contact to the
cluster. Eith Because of no common office, working meetings are held each time in
another company. This gives additional networking effect due to the possibility of
presenting company that hosts the meeting by its offer, resources, technologies and
team. As a consequence, firms from the cluster have more knowledge about other
member and potential for future cooperation.
The “limited centre” concept means, that cluster has resigned from keeping strong
management offices in order to minimize administration costs. In other words, cluster
does obtain public funds to conduct cluster as an organization itself, but supports
entrepreneurs in obtaining funds for investment directly to companies of the cluster.
Novelty of the
These concept reveal that even small cluster organization can contribute effectively
to its members‟ entrepreneurship, if acts in order to focus efforts rather than to
expand the organizational structure.
the Cluster in the
case?
The role of cluster coordinator was very important both as an author of the idea
described above and as cluster facilitator (network builder).
How has the
company/companies
benefited from the
case
Thanks to “creative homelessness” concept, the companies from the cluster
benefited because they got an occasion to know better each other (many of them
realized for the first time that there was a possibility of cooperation within a cluster).
Thanks to “limited centre” concept, companies got direct access to program that
facilitated collaboration with R&D partners. In effect, 7 firms from cluster took part in
projects with R&D institution as a partner, by realizing so called “innovation voucher”
(project conducted by Polish Agency of Entrepreneurship Development).
Any documentation
from the companies
regarding the
benefits?
Available under request.
What can be learned
from the case?
The case proves that a small cluster organization itself may be an important way of
building competitive advantage. In other words, small structure and scarceness of its
resources does not limit building competitive advantage, because it is mainly the
idea of networking – not rich infrastructure – a real reason for clusters existence.
6.3 Printing and Advertising Cluster in Leszno (Cluster Initiative
as intermediary in knowledge transfer to micro-enterprises)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
Leszno Printing & Advertising Cluster
Cluster Initiative (henceforth CI). CI‟s objective is to foster the development of the
printing and advertising branch in the Leszno subregion.
To cooperate within the cluster, through:
 establishing and developing a network of business relations among printing and
advertising firm,
To stimulate development, through:
 introducing innovative organisational and technological solution,
To enlarge the market, through:
 extending the range of the products and services offered,
 promoting the cluster and the region,
 business internationalisation,
To develop human capital, through:
 improving qualifications of those working in the sector,
 adjusting the capabilities of educational institutions,
 increasing employment.
Cluster Initiative as intermediary in knowledge transfer to micro-enterprises.
Cluster Initiative:
 Leszno Printing & Advertising Cluster
Research & Development Institute:
 Research & Development Center for the Graphic Arts (COBRPP),
Microenterprises:
 ALGRAF Alicja Jankowska,
 MANUS PRZYGOTOWALNIA POLIGRAFICZNA,
 Reklama GRAFF,
 GRAFI S.C.,
 MANUS BIURO HANDLOWE,
 StuArt Marcin Stachowiak,
Small enterprise:
 Wielkopolska Agencja Reklamowa
According to research conducted by the Polish Agency for Enterprise Development,
Polish entrepreneurs seldom initiate collaboration with research institutions. Our own
observations have confirmed that. Prior to establishing a partnership with the
Research & Development Centre for the Graphic Arts, none of the enterprises
belonging to CI had participated in development research projects.
CI has organised conferences with researchers and has made it possible for
microenterprises to collaborate with a development research institute. Thanks to this
initiative researchers became aware of entrepreneurs' needs, while entrepreneurs
could appreciate the possibilities that collaboration with a research institute offers.
The CI board of directors in collaboration with the Research & Development Institute
for the Graphic Arts has developed a strategy for an effective collaboration between
entrepreneurs participating in development research projects. Three major stages of
collaboration were defined:
I. Determination of the innovative needs of the enterprise
II. Search for funding sources for the collaboration (not only from the
companies' assets)
III. Formulation of an innovative solution
IV. Implementation of the proposed solution by the enterprise
This strategy was adopted by researchers and entrepreneurs to carry out seven
innovative development research projects (two in 2009 and five in 2010). All projects
received financial support from the Polish Agency for Enterprise Development, as
part of the “Innovation Voucher” programme.
The projects introduced innovative solutions on enterprise-level. They consisted in
the implementation of one or more of the following: a new distribution channel for the
products, a new product or a service, a new image of the enterprise, a new
production or service realisation method.
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
The task of CI was to establish a long-term partnership between research institutions
and the associated enterprises, rather than just between research institutions and
the board of directors. The above mentioned projects constitute only a part of a
collaboration that has a wider scope. The associated entrepreneurs had not until
then collaborated with research institutions either because they had never pursued
university education or because their contact with universities was interrupted after
graduation. Very often researchers indicate the insufficient expertise of
entrepreneurs as a barrier to establishing a partnership, while entrepreneurs
perceive the research offer of research higher educational institutions as excessively
complex, expensive and inadequate to satisfy the needs imposed by the market. CI's
board of directors is lead by an entrepreneur who used to work as a researcher,
which made him aware both of the research offer of the universities and the needs of
entrepreneurs. In addition to that, CI has conducted numerous surveys among
entrepreneurs that allowed the board of directors to assess the innovative needs of
the enterprises involved. As a consequence of that, researchers from the Research
& Development Centre for the Graphic Arts received a diagnosis of the innovative
needs that enterprises have. Despite the considerable distance that separates the
enterprises from the research institution in question (with its headquarters in
Warsaw), the researchers convened in Leszno to participate in two conferences
involving all CI member enterprises, which were organised by the CI board of
directors, as well as in numerous visitations at those enterprises that were
implementing the above mentioned projects. Only a research institution that was a
long-term partner could meet entrepreneurs' expectations and tailor their offer to
their needs.
Being part of CI allowed the enterprises to obtain information about funding
possibilities for development research projects from the public sources and to find a
research institution to help carry out these projects. As a result, the enterprises in
question developed innovative solutions for enterprise management, technologies
and services. All projects received financial support from public sources.
Applying for public support made it necessary to prepare a general implementation
plan for the project. Refunds were possible on the basis of reports submitted by the
development research institution acting as the research contractor and their approval
by enterprises who were the ultimate recipients of public funding. The financial gains
of the enterprises involved depend on the success rate of the solutions implemented
as part of the research projects.
There is no other entrepreneurial association in Poland, even one involving larger
enterprises, where so much as 33% of the members have established a partnership
with a research institution. 7 out of 21 enterprises participating in the Leszno Printing
& Advertising Cluster have initiated collaboration with a development research
centre, according to the directives issued by the Polish Agency for Enterprise
Development. In collaboration with its development research partner, CI has
developed a strategy for carrying out development research projects in
microenterprises. The above discussed case was presented by the cluster manager
at a conference which was part of the Regional Innovation Strategy, at an academic
conference held by the Polish Agency for Enterprise Development, and published in
conference materials. It constitutes a precedent on a national scale.
6.4 Klaster Medycyna Polska Południowy Wschód (MedCluster)
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
Klaster Medycyna Polska Południowy Wschód (MedCluster)
Consolidation of health services and medical science in the region. Promoting
linkages between medical science organization and service providers in order to
build competitive advantage of cluster‟s members.
“Galicia Health Resorts” – common cluster offer
Spas and medical centers located within 180 km radius in Małopolskie region:
 Spas Rabka JSC
 Spas Iwonicz JSC
 Spas Kraków Swoszowice ltd
 Spas Krynica-Żegiestów JSC
 Spas Wysowa JSC
 Spas Rymanów JSC
 Spas Szczawnica JSC

Among 41 cluster members (32 are enterprises), one can mention 16 medical
centers and 6 spas (including a wellness center). This gave a possibility to create a
common extraordinary offer of interrelated wellness services. The Galician Health
Resorts give a possibility of combination of health procedures and active tourism.
But what is really important, this project derives not only from cluster‟s members‟
resources, but also from regional natural resources – three thousand of marking
tourist routes, historical places, attractive monuments, monuments of nature and lots
of different tourist attractions are waiting for health resorts visitors.
http://www.uzdrowiskagalicyjskie.pl/index.html
Combination of cluster resources and regional specific resources. This combination
made effective valorisation of regional resources possible.
Cluster, as an organization, was an initiator and coordinator of preparing common
cluster‟s offer. This institutional support helped firms from the clustered to reach
critical mass in health services.
Thanks to “Galicia Health Resorts” brand, health resorts that joined the project got
the possibility of getting more clients. It has also contributed to better recognition of
both health resort‟s offer and Małopolskie region as a place of concentration of this
kind of activity.
Website of the project describes its idea. In order to obtain more reliable
documentation, a direct contact with participants is necessary.
This case shows how combination of cluster‟s own resources and regional
resources can contribute to competitiveness of both parties. It also demonstrates
that even direct competitors can join forces and prepare common service offer,
because it leads to greater interest in the offer, which compensates the need to
"share" target markets.
6.5 Optoklaster - Mazovian Cluster of Innovative Photonic
Technologies
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
What can be learned
from the case?
Optoklaster - Mazowiecki Klaster Innowacyjnych Technologii Fotonicznych
(Optoklaster - Mazovian Cluster of Innovative Photonic Technologies)
Firms in the cluster produce optical components and their activity is strongly
supported by R&D institutions working in the field of optics and photonics. The main
objective is to build better reciprocal knowledge diffusion between these actors, in
order to promote Mazowieckie as the region of very strong concentration of this
industry in Poland.
Knowledge-intensive institutions in the service of business – assistance in the
certification procedures as a way of strengthening firms‟ and clusters‟
competiveness.
4 large institutions from cluster and companies form cluster aiming at getting product
certification.
Among cluster members one can mention a relatively big number of large institutions
– (2 R&D, 1 University and 1 Polish Federation of Engineering Associations
[NOT]).This situation is rather specific for Polish clusters (high level of formal
institutionalization and high representation of actors that are not directly businessoriented) and can be perceived as a cause a small degree of flexibility and market
orientation. However, this aspect has been exploited for the benefit of a cluster,
since these institutions offer a professional support during the procedures for
enterprises wishing to obtain certificates for their products.
Since firms operating in photonic industry offer products that must meet high quality
requirements, they often should get state certificates proving this quality. However,
certification requires long-term and costly administrative procedures.
Firms being OPTOKLASTER members get an advantage of close and direct
contacts with institutions that on one hand are familiar with these procedures and on
the other hand, possess specialized equipment and laboratories for new products‟
testing. In consequence, due to cooperation between businessmen and institution
from the world of science, certification procedure can be accomplished in relatively
short term and at relatively low cost. This aspect of cluster‟s activity can be
perceived as cluster-specific key competence.
What can decide about novelty of this case, it is the ability of converting an
institutional rigidity (usually perceived as a factor that limits competitive advantage)
into cluster strength.
Cluster management derives directly from scientific institutes, so its role in the
process of supporting entrepreneurs in certification process is pivotal (as both
initiator and executor of certification).
At his moment, one can indicate only effects that are rather qualitative and perceived
intuitively. The possibility of direct contacts with R&D institutions and universities
lowers costs of certification and also strengthens companies‟ market positions (they
can offer products with approved quality).
Documentation can be provided under request.
What is the most important lesson of this case, it is underlining the fact, that even
characteristic being disadvantage at a glance (institutional rigidity), can be
converted into advantage, if is preceded by a thorough analysis of clusters‟
resources.
6.6 Silesian Aviation Cluster
Name of Cluster
Main Objective/
focus of Cluster
Title of case
case
Description of the
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
Any documentation
from the companies
regarding the
benefits?
Silesian Aviation Cluster
Silesian Aviation Cluster was established to coordinate business efforts undertaken
by its members in aviation industry (mainly in the field of diminishing the cost of
common infrastructure). Cluster also aims at promoting aviation industry in the
region and in Poland, since region of its origin is famous of it and the history of this
branch here dates back to 30. in 20 century.
Airport and Bielski Park of Aviation Technology – joining efforts for common
infrastructure and strenghtening cluster‟s brand.
One of most active participants is Avio Polska – the leader of the cluster, which is
also responsible for cluster management. However, other members were also
actively involved, being conscious of fact that the effect of their engagement will
make them beneficiaries of common infrastructure (both in case of common airport
and common research infrastructure)
In order to create opportunities for manufacturing small aircraft, cluster participated
in project co-financed by EU funds (ERDF support aprox. 70% of all investment
costs) aiming at construction of its own airport. The intention was to increase
possibilities of elasticity of business trips (very important since aviation branch is tied
to a market of a global scope) as well as to create a place for testing cluster‟s
products (mainly small aircraft).
Development contributed also to the idea of sustainable development, since the
airport was located on former pile created of mining waste.
The value of investment was 28 M PLN (approx. 8 M Euro), in effect, cluster
currently owns a production complex and small airport (under disposition of all
cluster members) with the parameters as follows:
 1 runway (length: 700 m, width 22 m),
 4 hangars (2500. m2 of total area),
 4 production shops (7500. m2 of total area),
 control tower (including construction and customer service bureau),
 refuelling station,
 production centre for small aviation companies cooperating with key players
in aircraft engine industry.
Up to day, no such a case (common airport for cluster) appeared on Poland.
Cluster manager was an initiator of the project, as well as took on the burden of
applying for external financial resources (EFRR) and later, project management.
A common airport and common research infrastructure was created. In
consequence, it can be considered as specific club (not available by actors outside
the cluster but commonly shared by cluster members). For companies it means:
 reduction of R&D and production costs;
 possibilities of knowledge sharing
 possibilities of more frequent and more direct contacts with business
partners abroad (airport as a connection hub)

Other documentation can be provided under request. Clusters‟ manager provided
th
photo presentation including description of this case during interview in 15 of
February 2011.
What can be learned
from the case?
What can be learned by other clusters, it is the ability to join efforts of the actors
specialized in the same profile of economic activity in order to create a “common
product” or “common brand” (airport and specialized production complex). In other
words, clusters should identify these types of common activities that can decide
about the core competences of not single actors but network as a whole.
6.7 Mazurskie Okna Sp.- Masurian Windows
Name of Cluster
Mazurskie Okna Sp.- Masurian Windows
The main goal of the cluster‟s activities is the integration of Polish joinery producers
in the Eastern Poland. The implementation of the activities will also improve the
competitiveness of the cluster partner companies, lower the costs of obtaining the
products as well as stimulate the economic environment in the region. The cluster
aims to reach the said goal using the following means:
Main Objective





development of relevant human resources,
reaching new markets through promoting a common brand, recognizable in
Poland and abroad,
development of new products,
better access to financing,
strengthening the ties with the administrative environment.
Moreover, a vital goal to the cluster‟s activities is the dissemination of knowledge
regarding the meaning of joinery products‟ quality among potential clients.
Title of case
Description of the
Increasing the level of competitiveness of the Masurian Windows cluster through the
following activities:
1. Involving people from business surround institutions (i.e. universities,
regional development agencies, chambers of craft and entrepreneurship) in
the cluster work.
2. Purchasing and starting up a cutting-edge roller blind and mosquito-net
production machine as well as a modern edge bander.
3. Hiring a common business representative on foreign markets.









IKA Zabezpieczenia Antywłamaniowe i Ppoż;
FIRMA POLIKARSKI OKNA ROLETY BRAMY,
FPHU JDG PRODUCENT OKIEN,
Budomex Puza Sp.;
Mazurskie Okna Sp. z o.o. :
Warmińsko-Mazurska Izba Rzemiosła i Przedsiębiorczości;
Warmińsko-Mazurska Agencja Rozwoju Regionalnego;
Wyższa Szkoła Informatyki i Ekonomii TWP
Uniwersytet Warmińsko-Mazurski
Increasing the competitive level is carried out through accomplishing the following
activities
 Involving people from business surround institutions (i.e. universities,
regional development agencies, chambers of craft and
entrepreneurship) in the cluster work.
The Masurian Windows were created through an initiative of business surround
institutions. The said institutions were also heavily involved in promotion of
clustering, educating entrepreneurs about this activity and performed individual
consulting services. Taking the mentioned facts into notice, the cluster coordinator of
the Masurian Windows Company decided to hire people from the more prominent
regional institutions and use their knowledge to create a stable and solid cluster
structure. This undertaking helps in establishing better cooperation with the
mentioned institutions, limits the bureaucracy and improves the institutions‟ general
image of the cluster.
 Purchasing and starting up a cutting-edge roller blind and mosquito-
net production machine as well as a modern edge bander.
Enterprises included in the cluster have carried out a mutual investment concerning
the purchase of machinery for the manufacture of innovative products and services.
This includes roller blinds, mosquito-nets and banding services. The Masurian
Windows Company creates innovative products and services, which are being sold
clusters‟ members at the cost of manufacture – the company‟s activity is non-profit.
 Hiring a common business representative on foreign markets.
In order to stimulate the export activities and to create abroad sales networks in the
future, the cluster decided to hire a business representative on foreign markets. His
main task is to sell and promote the products and services of all the cluster entities
and share a profit equally.
Novelty of the
the Cluster in the
case?
How has the
company/companies
benefitted from the
case
The following can be accounted for as innovative:

hiring people associated with institutions influences the growth of both the
cluster and the institutional employees. The cluster has access to specialist
knowledge, while the institutional employees receive the best training in form
of business practice.
 implementing innovative technologies through the purchase and launching of
modern machinery ,
 through the common investment each entrepreneur has equal chances to
make a profit, as the products are being resold to the entrepreneurs at the
cost of manufacture.
 equal share of profit from the export activities among every shareholder.
The entities gathered in cluster entered a cooperation to achieve a profit and rise
innovation level. Cluster was a tool for using the opportunities for development of
companies with a low budget for new investments.
Cluster has influenced on the members‟ relationship development, created dialog
between institution and private entities.
1. Both the cluster as a whole and its individual members have access to qualified
personnel, which favours obtaining free information and specialist knowledge. It also
influences lobbing activities among the authorities, which in turn helps in carrying out
the set tasks.
2. The cluster members have access to modern machinery and product purchase at
the cost of manufacture, which gives them the possibility of helping individual
economic entities increase their income. Individual machine purchase through
individual enterprises would be thriftless and ineffective.
3. In terms of hiring the person responsible for sales abroad, every enterprise has a
chance to increase their income. In order to minimize the entrepreneurs‟ anxiety
towards promoting chosen products at the cost of other companies, it has been
mutually established to share the accumulated income equally between the
shareholders.
The part of interview with a manager of cluster – Artur Wojciechowski.
O Klastrze Mazurskie Okna rozmawiamy z Arturem Wojciechowskim,
Dyrektorem Wydziału Projektów Innowacyjnych Warmińsko-Mazurskiej
Agencji Rozwoju Regionalnego S.A. w Olsztynie, która stale współpracuje z
Klastrem Mazurskie Okna.
http://www.biznesklaster.pl/company/article/19-dobre-praktyki-wybraneklastry-w-polsce-success-story/
Czy Państwa Klaster spełnił pokładane w nim nadzieje?
Any documentation
from the companies
regarding the
benefits?
Na tym etapie rozwoju z pełnym przekonaniem mogę powiedzieć, że tak. W chwili
obecnej w skład klastra wchodzi ok. 30 firm. Od początku działalności klastra żadna
firma nie zrezygnował z członkostwa, co jest chyba najlepszym dowodem na to, że
klaster jest potrzebny i spełnia oczekiwania.
Czy klastry mogą przyczynić się do poprawy konkurencyjności Polski
Wschodniej?
Na przykładzie naszego klastra mogę powiedzieć, że tak. Dzięki współpracy w
Klastrze Mazurskie Okna, jego członkowie mają możliwość korzystania z
nowoczesnych maszyn i urządzeń, uczestniczenia w największej w regionie
kampanii promocyjnej dotyczącej stolarki otworowej jaka kiedykolwiek była
realizowana. Wspólne zakupu oraz inne działania obniżające koszty działalności firm
również wpływają na konkurencyjność przedsiębiorstw a przez to również na
konkurencyjność całej gospodarki Polski Wschodniej.
What can be learned
from the case?
The most important lesson here is to encourage entrepreneurs to undertake mutual
investments. The activities need to be planned in such a way, which enables both
the qualitative and quantitative effects to be attainable as soon as possible, the
enterprises to bring in profit and the entrepreneurs to not back out of the initiative.
Another vital element is the selection of employees and hiring people, who are
competent and well-versed in cluster specifics, as the cooperation between
enterprises is not always smooth and many new areas of activity have to be sought
out in order to mobilize them to cooperate.
The example could be transferred very easy because it depends on the willingness
of cluster‟s members.
6.8 Pomeranian ICT Cluster (Gdansk, Poland) - Pomorski
Klaster ICT
Name of Cluster
Main Objective
Title of case
Description of the
Novelty of the
- Pomeranian ICT Cluster (Gdansk, Poland) - Pomorski Klaster ICT
Pomerania ICT Cluster is based in Gdansk, northern part of Poland. It consists of
over 88 entities (mostly SMEs), which hire over 16 000 employees. According to
Cluster Benchmarking Report carried out by Deloitte Business Consulting Pomerania ICT Cluster is the best ICT cluster in Poland and one of the most
advanced of all Polish clusters. It is one of few in Poland attracting companies from
many regions and cooperating with large number of national and international
partners. Unique ICT technology in Pomerania Region ICT Cluster include: Text
intelligence, E-paper solutions, R&D for „Indoor GPS” (Location Based Services), 3D
immersion technologies.
- ICT technology for Creative City
Pomeranian ICT Cluster organisation, more than 50 companies from ICT and
partners from creative industries, Gdansk University of Technology, Gdansk City
Hall, Gdansk Foundation of Entrepreneurship, Marshall Office of Pomeranian
Region.
The dynamics of the development of creative cities is increasingly linked to the
dynamics of innovation in the ICT sector. Having a strong ICT cluster, and with
Gdansk University of Technology as the leader in innovative scientific research,
Gdansk has particular potential in the field of new technologies for creative
purposes. Pomeranian ICT Cluster in 2010 started cross-sector activities within the
“creative” subject. Until that time there was no cooperation or even awareness of
possible joint action of those two communities. ICT specialists and creative partners
(companies, NGOs etc.) had significant difficulties in braking the barriers between
them.
Many networking activities had been carried out to foster the cooperation between
partners from different backgrounds – e.g. ICT Day 2010 conference (more than 100
participants) on ICT technologies usage in creative industries. The conference
resulted in matchmaking activity and signing more than 4 business contracts (more
to follow soon). One of other cross-sector activities was engaging in supporting the
city of Gdansk as a candidate for the European Capital of Culture 2016 – developing
more than 30 new “ICT and culture” related products and events! Some of them
ware so interesting that they are developed and implemented already – not waiting
for the official event. There was also an international project launched “Creative
Cities” - Development and Promotion of Creative Industry Potentials in Central
European Cities, which provided the city with full analysis of capabilities and
potential for cooperation between ICT and creative industries as well as practical
trainings and matchmaking events. The projects generated experimental initiatives to
explore the influence of new technologies on culture.
The activities were driven by the combined forces of culture and technology. The
focus was on strengthening the regional cooperation and creating favourable
conditions for sharing solutions and inspiration. The aim was to make Gdansk
a Baltic centre for exchanging experiences in this field. In this theme we paid
particular attention to developing projects connected with cooperation through the
Internet, information exchange networks, activities creating systems of augmented
reality (AR) and also projects in the sphere of cyber culture.
One of the projects that are implemented right now is Wikiland - 10 000 m2
installation (offline) that will allow internet users to create their perfect world. Wikiland
is an idea that merges 3D maps of the city with new event-based social network,
which gives all wikiland users to observe the cultural life of the city online. To access
it one will use augmented reality equipment that allows moving across the area
observing all activities, people opinions and cultural events. Wikiland will be a tool for
the local government to discuss new ideas by presenting realizations inside a real
city structure.
Other project that is already in action is Sealencium - a unique (in the world) musical
instrument -audio installation spread across the land and Gdansk Bay area. It is
composed of traditional instruments like horns but also incorporating sophisticated
wireless technologies that will enable to use and synchronize all the sound sources
spread across the land and see from one central point. Musicians dressed in
traditional Kashubian costumes, placed in chosen places of Tricity, will pass sound
messages to each other using bazunas and traditional sea horns like shells.
the Cluster in the
case?
The ICT related creative projects are a result of almost two years work of several
hundred people involved in the activities. To create the projects a variety of
communities have engaged: art, science and business. Pomeranian ICT Cluster
representatives supported the efforts through facilitating cooperation between
partners and sharing with ideas for interactive ICT technology solutions. During
several meetings they have together generated dozens of projects, which use new
technology that could revolutionize the perception of culture and participation by the
general public. Some of the projects were so interesting that were signed to be
implemented right away.
How has the
company/companies
benefitted from the
case
Thanks to the initiative the creative communities have developed easier access to
the latest ICT technologies and solutions and improved access to financing
mechanisms as well as to the potential for efficient implementation. They could
participate in free of charge training and workshops presenting new opportunities for
development related to advanced ICT applications for creative purposes. There had
been numerous cooperation projects and also business agreements developed
between ICT and creative partners i.e. the Multimedia Encyclopaedia of the City of
Gdynia, augmented reality development projects, 3D imaging for business solution
projects.
Any documentation
from the companies
regarding the
benefits?
“The Pomeranian ICT Cluster helped us in the search for future market perspectives
and business model in the creative subject”. Holonglobe –one of the companies
participating in cluster activities with creative community partners - had the possibility
of gaining support in setting up a partnership, enhancing the impact and visibility of
the company‟s creative activities through networking and promotional activities.
There is also an ongoing preparation of engaging the company in international
“creative city” project under international funding scheme as well as to benefit from
services of cooperating experts with business and artistic background.
What can be learned
from the case?
The biggest lesson learned was the successful facilitation of interdisciplinary
dialogue and interlinking of creative and technological experts. There were several
barriers to be broken down: differing word usage, varying world views, varying work
patterns. The cluster activity helped not only in bringing both parties together but
also initiating changing the mindset to foster an ongoing communication and
collaboration. Pomeranian ICT Cluster implemented the formula of group meetings
based on ideas of entrepreneurs and artists, who become project coordinators in
order to manage them in line with their vision. This formula facilitates work and
helps appreciate those who show not only conceptual initiative but also
implementation one.

41 Cluster Cases from Northern Europe

Transcription

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