Session 1 - Cluster Analysis - Academia

This project has received funding from the European Union’s
Seventh Framework Programme for research, technological
development and demonstration under grant agreement no.
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http://www.cit.ie
Monday 28th and Tuesday 29th of September 2015
Proudly Sponsored by:
Faculty of Business and Humanities & Cork County Council
As featured in:
Programme:
• Session 1: Cluster Analysis - Academia.
Monday 28th 2:30 to 4:30pm Venue: Seminar Room, CIT.
• Session 2: Building International Collaborations - Industry.
Monday 28th 6:00 to 7:30pm Venue: County Hall Council Chamber.
• Session 3: Building Economic Growth Through Clusters - Policy.
Tuesday 29th 10:00 to 12:00pm Venue: CIT Council Chambers.
• Session 4: Cluster Organisation Development.
Tuesday 29th 2:30 to 4:30pm Venue: Seminar Room, CIT.

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Triple Helix Clusters?

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Academic Session Presenters
Joan Martí Estévez
Director of Cluster Development
ACCIÓ (Catalan Agency for Competitiveness)
jomarti@gencat.cat @JMartiClusters
Tamara Högler
Head of Innovations and International Affairs
CyberForum e.V., Karlsruhe, Germany.
hoegler@cyberforum.de @CyberForum
Justin Doran
School of Economics
University College Cork
justin.doran@ucc.ie @justin_doran
Eoin Byrne
Department of Management & Enterprise
Cork Institute of Technology
eoin.byrne@mycit.ie @eoinbyrne9

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Running order for Session 1: Cluster Analysis
Thursday 10th of September 2015 13:00 – 14:00
www.cit.ie/vlinc
Monday 28th 2:30 to 4:30pm Venue: Seminar Room, Melbourne Building, CIT.
Opening of Session by Mr Gerard O’Donovan, Head of Faculty Business and Humanities, CIT.
• Eoin Byrne (CIT): Adding Geography to Network Analysis of Clusters using the V-LINC analysis.
• Justin Doran (UCC): Bringing Econometric Analysis to Clusters and Networks.
• Tamara Högler (CyberForum) and Joan Martí Estévez (ACCIÓ): Cluster Theory Vs. Clusters in
Practice.
Q&A

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Cluster Seminar Series
Academic Session: Cluster Analysis
By: Eoin Byrne, Dr John Hobbs & Brigid Walsh
Monday 28th September 2.30 – 4.30pm
Department of Management and Enterprise, Cork Institute of Technology
E-mail: eoin.byrne@mycit.ie
V-LINC – Visualisation of Linkages In Networked Clusters
www.cit.ie/vlinc

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Clusters: Identifying, Mapping and Visualisation, and Analysis
Identifying: Define them and their presence.
Geographical concertation and industrial specialisation indices
Methods: Gini coefficient, Herfindahl-Hirschman index, Input-Output, Location Quotient.,
Van Egeraat et al. (2015). Qualitative methods survey and expert opinion (case studies).
Mapping: Presence, profile, economic performance.
US Cluster Mapping Project and the European Cluster Observatory.
Figure: The establishment of the European Cluster Observatory. Source: Sölvell et al. 2009, and authors own
elaboration.

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Cluster Visualisation
Figure: Observatory Star Rating for IT by EU
Region. Source: www.clusterobservatory.eu.
Figure: Cluster Stars IT Sector EU Regions. Source:
European Cluster Observatory 2015.
Figure: Specialization in Analytical IT Cluster by Area, 2013. Source: US Cluster Mapping Project, 2015.

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Cluster Analysis: How to Understand Clusters?
How do they function and operate?
• Are the firms well connected?
• Who participates in the cluster?
• Who are the key connectors?
• Are there links with research institutes, universities and B2B research links.
• Is the cluster focused on specific markets?
• Is there a local “buzz” or global “pipeline”.
Case Studies and qualitative analysis – surveys, interviews and expert opinion.
Clusters Analysis

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Cluster Analysis: How to Understand Clusters?
Nature of interactions that firms engage in, how these lead to competitive advantage.
Network analysis techniques have been applied to investigate the structure of
interactions in regions and clusters, (Giuliani and Bell, 2005; Eraydın and Fingleton ,
2006; Morrison, 2008; Ter Wal and Boschma, 2009; Giuliani and Pietrobelli , 2011).
Figure 2a: Information network.
Source: Morrison, 2008.
Figure 2b: The structure of the local knowledge
network, 2006 (NetDraw). Source: Giuliani, 2013.
Clusters Analysis and Network Analysis

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How to Understand Clusters
V-LINC is a methodology and software application which informs and develops policy
recommendations through mapping, visualising and analysing the strength of key
relationships within Cluster Ecosystems. V-LINC can be applied to any industry sector.
The V-LINC research team work in partnership with cluster organisations, regional/national
authorities and academics to develop strategic short, medium and long term policies based
on Regional/National strengths and capabilities.

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Visualisation of Linkages in Networked Clusters
Linkages between firms and other organisations are at the heart of how clusters function.
The key components of V-LINC data are;
1. Define the linkage category,

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These linkage categories are derived from Marshall’s (1890) ‘Triad of External
Economies of Industrial Localisation;’ Porter’s (1998a) ‘Diamond of Local Industrial
Clustering,’ and Leydesdorff’s (2012) ‘Triple Helix Cluster configuration’ each of which
recognise the role of knowledge, innovation, collaboration, administrative supports and
specialised inputs.

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2. Define geographic scope, and

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The methodology distinguishes itself from Porter’s (1990, 1998) work in that it recognises
that clusters are dynamic and have linkages which occur with partner’s external to a
cluster.
Markusen (1996) recommends a broader institutional approach which encompasses the
degree of embeddedness across district boundaries.

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2. Define geographic scope, and
3. Assess the business significance of each linkage as perceived by respondent firm
personnel.
• Firm linkage data is collected through structured, face-to-face interviews with firms.
• When uploaded, the linkage data for a sample of firms is aggregated to produce an insight
into the network of firm linkages of a cluster.
• A novel section of the methodology is the Perceived significance scores for the firm’s
linkages. This allows the researcher to assess what types of linkages are most important in
the cluster and where they occur.

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Ile de France ICT Cluster Ecosystem
Local National
European International
Total Linkages = 393 (Local = 150; National = 73; European = 88 and International = 82)

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Ile de France ICT: Local Linkages

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Ile de France ICT: Local R&D

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Policy Recommendations Slovenia ICT
V‐LINC Analysis of Linkages in the ICT Sector in Slovenia
1. Increase ICT TN’s membership and value to members in order to provide a voice and
networking cluster for Slovenia’s growing SME base. The Triple Helix Cluster organisation
should take responsibility for access to finance for SMEs and co-ordinate co-operations
between SMEs.
2. Develop the ICT TN Triple Helix Cluster to strengthen the linkage with National
Government to increase the levels of Research, Development and Innovation. ICT TN to
support interactions and collaborations between firms in the ICT sector and Government
agencies to incentivise RD&I. Government should encourage linkages between MNE units,
indigenous SMEs and academia, which may lead to increased innovation and R&D
partnerships.
3. Focus on the Internationalisation of Slovenian ICT Firms through mechanisms such as the
Business Roaming Agreement and the BeWiser project. A cooperative development plan
is needed to help SMEs and micro enterprises make international connections. ICT TN are
in a position to be able to facilitate the creation of linkages through their participation in
the BeWiser project (www.be-wiser.eu), and partnership with CyberForum’s Business
Roaming Agreement.
V‐LINC report endorsed by:

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Identification of Key Connectors: Cork ICT
Key Connector it@cork EI CCC UCC CIT IDA
High 30 to 40 6% 12% 0% 10% 22% 44%
Medium 20 to 30 44% 65% 44% 40% 44% 44%
Low 10 to 20 44% 24% 50% 50% 22% 11%
Tenuous 0 to 10 6% 0% 6% 0% 11% 0%
Total (n) 18 17 16 10 9 9
Linkage Category
15 IA,
3 TN
14 GA,
3 TN
11 IA,
5 TN
5 RD, 4 TN,
1 SS
6 RD,
3 TN
9 GA

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Cork ICT and Biopharma: Specialist Services
Specialist Services are the 2nd most frequent linkage category for ICT MNEs, 19% (n=61) and 77% of
Specialist services linkages are within Ireland.
ICT
Bio-
pharma
Specialist Services are the most frequent linkage category for Biopharma MNEs, 19% (n=150) and 85% of
Specialist services linkages are within Ireland.

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International and European Output Linkages Operated by Cork ICT SMEs.
Internationalisation Strategy developed for Cork ICT firms using:
• Trade Missions
• Business Roaming Agreement - Clusterize
• V-LINC matchmaking – Be Wiser Connect (Launched on 28th Sept)
• Dealbroker program (leveraging MNCs)
Total Linkages = 75 (Local = 16%; National = 28%; European = 23% and International = 33%)
Key target regions:
Internationalisation strategies for clusters.

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Research Teams’ Experience and Project Portfolio
Experience working on European and
Nationally Funded Cluster Projects:
BEWISER project (www.be-wiser.eu).
REMCAP project (www.remcap.eu).
WCPD Agri-food (www.wcdp.ie).
Bord Iascaigh Mhara (www.bim.ie).
Other experience includes:
• Smart Specialisation Peer Review
• Executing SWOT & PESTLE Analysis
• Undertaking Market Analysis
• Animating Policy Roundtables
• Developing + Conducting Online Surveys
& Analysis
• Joint Action Planning
• Dissemination Activities
• Academic Publications
V-LINC Analysis has been undertaken on
clusters in the following industry sectors:
• Information Communications Technology
• Biopharma
• Maritime
• Agri-food
• Tourism
V-LINC analysed Clusters across the following countries.
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Final Thoughts
What’s next for identifying, mapping and visualisation, and analysis of clusters?
• What is the best method for analysing clusters?
• Important to realise the aim and the audience for different types of analysis.
o National or Regional Gov., cluster organisations/practioners, academia.
• What are the needs of national/regional policy makers and cluster organisations?
• The role of visualisation.

Bringing Econometric Analysis to
Clusters and Networks
Justin Doran, Eoin Byrne* & John Hobbs*
School of Economics, University College Cork, Cork, Ireland
*Department of Management & Enterprise, Cork Institute of Technology

Introduction
• Overview of statistical analysis which can be accomplished
through the use of V-LINC data.
• What determines networking activity?
• Uses V-LINC data from over 110 firms across sectors and countries.
• How resilient are networks to shocks?
• Case study of the ICT sector in Cork.
• What networks do firms find most Important?
• Case study of the ICT sector in Cork.
• Shows how analysis based on V-LINC data can provide
insights into cluster dynamics.
26

Overview of Key Issues
• V-LINC is a methodology which maps, visualises
and analyses firm linkages to investigate cluster
ecosystems.
• As part of an ongoing process, data is collected
at the firm-level to investigate the following;
1. the type of linkages that firms engage in;
2. the geographic scope of the linkages;
3. the importance of linkages to the firm.
• The data contains information on firms from
different countries and sectors.
27

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Part 1: Patterns of
Networking Behaviour

Explaining Variation in
Linkages Across Sectors
• Different firms may engage in different types of
linkages to a greater or lesser extent than others.
• Some may be more inclined to engage with local
partners while others engage with international
agents.
• Firms’ age, sector, size and other factors may
drive its networking decisions.
• This section shows how V-LINC can be used to
analyse networking patterns in general across
different clusters, sectors and firm types.
29

Methodology
• The methodology adopted is regression analysis
which enables the identification of relationships
between variables.
• Specifically we estimate the following model
𝑁𝑜 𝑜𝑓 𝐿𝑖𝑛𝑘𝑠 = 𝛼 + 𝛽𝑁𝑒𝑡𝑇𝑦𝑝𝑒 + 𝛽𝐺𝑒𝑜𝑔 + 𝛽𝐹𝑟𝑖𝑚 𝐶ℎ𝑎𝑟 + 𝜖
• This is estimated using Possion regression
techniques.
30

Results – All Linkages
31
Sector
Specific
Effects

Results – Local to Global
32
Sector
Specific
Effects

Results – Local to Global
33
• Summary of highest number of linkages to lowest
number of linkages based on coefficients
presented in the previous slide.

Results – By Linkage Type
• Summary of highest number of linkages to lowest
number of linkages based on coefficients
presented in the previous slide.
34

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Part 2: Resilience of
Networks – The Case of
the Cork ICT Sector

Methodology
• In this section we talk about what defines a
resilient network.
• A resilient network is one in which the departure
of firms from the network does not reduce the
flow of knowledge through the network by a
significant degree.
• However, there is a trade off between resilience
and the development of ‘gatekeepers’ or ‘key
connectors’ of knowledge.
• There is a need for both resilient flows of
knowledge but also efficient channels through
which knowledge can flow.
36

Resilience of the Cork ICT
Sector
38
1. Many Nodes
2. Numerous
Linkages between
the core and
periphery
3. Resilient structure

Resilience at Different Spatial
Scales
39
1. Similar Pattern
to overall
network plot.
2. Resilient
structure
1. Somewhat
similar Pattern
to overall
network plot.
2. Resilient
structure
1. Few linkages
between core
and periphery
2. Not resilient
1. Few linkages
between core
and periphery
2. Not resilient

40
Part 3: The Importance
of Networks

Methodology
• Here we discuss the measurement of how
important a firm finds different linkages.
• While before we have treated all linkages as
being equally important it is likely that firms will
find some linkages more advantages than others.
• Here we model what types of linkages firms are
likely to find most important.
• We ask whether the linkage type or geographical
location impact on firms perceived importance of
the linkage.
41

Determinants of the
Importance of a Linkage
42
Different
linkage types
are more or
less
important
Geography
varies in
importance

Geography of Linkage
43
Ranking of Linkage Importance
Network Type

44
Part 4: Example
Conclusions from
Statistical Analysis

Discussion
• Drawing the implications from the various parts
yields insights into the Cork ICT cluster’s
dynamics.
45
Part 1
•Comparing Specific Sector against a benchmark
•Identifying the type of linkages and geographical scale firms’ typically
engage in.
Part 2
•Identify resilient/exposed networks
•Identify key-connectors within the cluster
Part 3
•Identify the most important linkage types within a network.
Part 4
•Combine insights from previous parts to identify strengths/weaknesses of
a cluster’s network.

Discussion
• We note that ICT firms are amongst the least
likely to engage in networks relative to other
sectors.
• However, relative to other sectors, they are more
likely to engage in EU and international linkages.
• Bio-pharma, tourism etc. have higher levels of local
and national level linkages.
• ICT engages more frequently in IA linkages but
engages to a lesser extent with IN linkages.
46

Discussion
• When we consider the resilience of local, national
and international linkages in Cork’s ICT sector we
note that
• Local and national network are resilient to shocks
• However, EU and international linkages are dependent
upon a few key nodes and lack resilience.
• This suggests that EU and international networks
may be heavily disrupted if key connectors leave
the cluster.
• This can be linked with the finding that EU and
international linkages are view as the most
important types of linkages.
47

Thank you for your
attention and your
comments and questions
are very welcome
48
Contact details:
Justin Doran
Email: justin.doran@ucc.ie
Twitter: @doran_justin
Web: www.justindoran.ie

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Session 1
Cluster Theory vs. Cluster Practice
Tamara Högler, Head of Innovations and International Affairs,
CyberForum e.V.
Cork, 28.09.2015

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Overview
• Introduction
– Have you ever heard about… Karlsruhe?
– CyberForum – An IT and Hightech Business Network
• Porter´s Cluster Theory vs. Practice

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Karlsruhe – A Medium-Sized City with
Huge Opportunities
• Karlsruhe is a European ICT Hub (4th place among > 1,000 regions, only Munich, London and Paris
ahead)
• Karlsruhe is a German ICT stronghold and participant of the German Software-Cluster
• 99% SMEs, but also large companies (SAP, Siemens, Bosch, United Internet, …)
• Many Hidden Champions (e.g. security, logistics, traffic management)
• Many companies and research facilities are involved in the top cluster „Electric Mobility South-
West“
• Outstanding research facilities
• Karlsruhe Institute of Technology (largest German research facility)
• FZI Research Centre for Information Technologies
• 3 Fraunhofer institutes
• Many citizens are tech- and media-savvy
• 13 of 100 citizens possess an own domain (2nd place in Germany after Munich)
• 12 of 100 citizens use cloud applications (top position in Germany)
• Largest regional German ICT cluster => CyberForum

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Cyberforum
… Who we are & what we do
1997
Inception
1000
IT Start Ups
4000
New
Employees
>1000
Members
23.000
Staff
600
Trainees
33
Employees
2015
Today
Multiple
Certifications* as one
of the best IT-
clusters in Europe!
1

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Our services –
A short overview…
Founders´
guidance
Mentoring
Business
Angels
Venture
Capital
Innovation-
Transfer
Internationali-
sation
Networking: InfoMarket, CyberCongress, RoundTables…
Idea Foundation
Early
Growth
Growth Maturity
Catch-the-Job
CyberStarter

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Porter´s Cluster Theory – vs.
CyberForum Practice I
Theory:
• Once a cluster forms, the whole group of industries
becomes mutually supporting
Practice:
• Nope… it´s a long and exhausting way to get
companies start / used to support each other
• Trust building is of key importance and does not
happen „by nature“
• Think big. Start small! Build trust. Step by step.

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CyberForum Practice II
Theory:
• Benefits flow forward, backward, and horizontally.
Practice:
• Benefits flow to strong, well connected companies
• Startups and SMEs are always in danger of being
swallowed by bigger ones.
• Support first and foremost SMEs.
• Build an ethical code!

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CyberForum Practice III
Theory:
• Entry from other industries spurs upgrading in the
cluster by stimulating diversity in R&D and
introducing new strategies and skills.
Practice:
• No comments needed. Just think about the current
refugee crisis.
• Bring them pro-actively together, e.g. by small
common projects!

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CyberForum Practice IV
Theory:
• Information flows freely and innovations diffuse
rapidly through the conduits of suppliers or
customers who have contact with multiple
competitors.
Practice:
• Information is kept either by single companies or by
small groups of companies.
• Build trust. Step by step. Support innovation
processes!

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CyberForum Practice V
Theory:
• Interconnections within the cluster, often unanticipated,
lead to the perception of new ways of competing and
entirely new opportunities, where people and ideas
combine in new ways.
Practice:
• People and ideas do NOT combine in new ways.
• This process has to be actively supported and triggered!
• In most clusters such unanticipated coop does not exist.

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CyberForum Practice VI
Theory:
• The presence of the cluster increases information
flow and the likelihood of new entry from spin-offs,
downstream, upstream and in related industries.
Practice:
• … only if the cluster management does a really really
good job (trust…!)!

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CyberForum Practice VII
Theory:
• The presence of the cluster increases information
flow and the likelihood of new entry from spin-offs,
downstream, upstream and in related industries.
Practice:

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CyberForum Practice VIII
Theory:
• Joint projects by trade associations involving firms
from different industrial sectors are common.
Practice:
• It is a HUGE amount of work to get them to
cooperate.
• You mostly need a „germ cell“ that starts
cooperation.

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CyberForum Practice IX
Theory:
• The pull of size and prestige in attracting talent to the
cluster becomes stronger, leading to an increase in
the nation’s international reputation in the field.
Practice:
• … only if you have an excellent PR (which in fact most
clusters do not have!)

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CyberForum Practice X
Theory:
• A cluster may thus be defined as a system of
interconnected firms and institutions whose value as
a whole is greater than the sum of its parts.
Practice:
good job (trust…!)
• Unfortunately: Most companies do not recognise this
fact… and act as lone fighters.

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Tamara Högler
Head of Innovations and International Affairs
Email: hoegler@cyberforum.de
Thank you for your attention!

Cluster Analysis in Catalonia
From theory to practice
Cork, Monday 28th September 2015

Carrer argenteria
Carrer dels assaonadors
Carrer dels sombrerers
…
Catalonia: a country of clusters

Leather tanners Igualada: s. XVIII and nowadays
Source: J. Nadal, Atlas de la Industrialización en España
1750-2000, Barcelona 2003
Source: Googlemap.
T. Megia, Infforme situació sector cluster pell a Igualada
Informe intern del OPI-SIE
Internal report – not published

Cluster (“wild cluster”)
“Clusters are geographic
concentrations of interconnected
companies, specialized suppliers,
service providers, firms in related
industries, and associated
institutions in particular fields that
compete but also cooperate”
Michael E. Porter
Footwear industry
Raw materials
(recolectors)
Leather tanners
Fontanellasi Marti
Vidal Bosch
Curtidos Badia
Apparel industry
Goes SA
Torras SA
(...)
Chemical
products
Cleaning and
tanning
Adovinbe
Warehouse
Buyers
Associations
Unió d’adobadors
CEC-FECUR
Gremi de Blanquers
Technological
Centres
AIICA
S
L
A
U
G
H
T
E
R
H
O
U
S
E
S
Other end-users
Cluster initiative
“Cluster initiatives are organised
efforts to increase the growth and
competitiveness of clusters within
a region, involving cluster firms,
government and/or the research
community”
Örjan Sölvell, Göran Lindqvist & Christian Ketels in
The Cluster Initiative Greenbook (2003).
Mapping Analysis
Implementation
Institutionalization
Mentoring
Monitoring
Evaluation
Cluster association
Cluster organizations are entities that
are managing and representing a
cluster initiative.
A cluster organization does not
necessarily have members, but it
provides services to the cluster
initiative participants.
A cluster association is a not for profit
legally formed entity gathering
businesses and other stakeholders
involved in cluster initiatives

CLUSTERS IN THE WORLD
2001199719921980
Regions and
countries with
initiatives
based on
cluster
development
•+
•-
Emilia-
Romagna
Toscana
....
Basque Country
Scotland
Arizona
Catalonia
Massachusetts New Zealand
Costa Rica
California
....
Sweden
Turkey
Lithuania
Austria
Jordanian
México
South Africa
....
France
Estonia
Denmark
Slovenia
UK
Minas Gerais
...
1990 2003
Aprox. More than
3.000 initiatives in
different countries
and regions (*)
2005
Pakistan
Kazakhstan
Poland
….
2015
(*) Estimation from TCI,European Cluster Observatory 2011
Catalonia: a pioneer country

71
 Catalan productive fabric is very
concentrated in clusters (40% of total
industrial turnover).
 Economy mainly composed by SMEs
(99% of total firms).
 Cluster policy allow to intervene on
endogenous assets with limited budget.
 Working at cluster level represent a
good way of structuring strategic
dialogue between Government and
other stakeholders.
Rationale of introducing cluster policy in Catalonia

Raw materials Technology Products Strategy Final market
Productive process
CROSS-SECTORIAL
MULTIPRODUCT
Water treatment
Kids cluster
Habitat
Beauty
Fashion
Railway
Fish Farming
Biotech
ICT
Optics and photonics
Agricultural machinery
Motorcycle
Gourmet food
GROUPING FACTOR
+
-
TRADITIONAL CLUSTER
INITIATIVES
EMERGING CLUSTERS
INITIATIVES
“NEW GENERATION “
CLUSTER INITIATIVES
Innovating in cluster policies: the case of Catalonia
Pork meat

Strategic Change
Process
Month 0 Month 4
Competitive analysis
Strategic Analysis
Definition main
characteristics of the
sector
Strategic analysis
(competitive strengths)
Environment analysis
Business tendencies at
global level
Suggested actions for
companies
Suggested actions for
Government
Cluster monitoring
Publicpresentation
Action plan
Companies’ Strategic change
Technological change
Executive training
Internationalization
Benchmarking
Strategic Dive
Tailored actions
Cluster Methodology
Month 16
1
Understanding
the business
2
Changing the strategy in
the right direction
Set up
cluster
association
3
Stablishing
governance
Hiring
Cluster
manager
4
Guarantying
sustainability
Governance
Month 20
Analysis Udate
after 4 years

Cluster analysis
-Analysis and process:2 sides of the same coin
- Fact-based , but also anthropology
- Impartial- author and customer
-Consistent-analysis experts vs sectorial experts
-Updated
-Don’t allow paralysis by analysis

Definition
Scope and
segments
1 2 43
Basic content of cluster mapping
International
data
5 6 7 8
Cluster analysis in 8 steps
DDBB
quantification
Value chain
and agents
mapping
Tendencies International
Benchmarking
Strategic
challenges

Personal commitment with innovation
Break the conventional wisdom
Vision of the future
Business Ambition
Roots
Resilience (They try harder!!)
Who to interview: key people
FIRST PEOPLE, THEN STRATEGY

1. Business definition
Gourmet food Cluster

Info gathering and analysis from
secondary sources
Interviews to experts and
companies and DDBB analysis
HABITAT
2. Scope

INDUSTRY – OWN PRODUCT COMPANIES
FOOD
(food, children specific products-breakfast, snack..- confectionery,
sweets...)
SALES BIG DISTRIBUTION
CHANNEL
HYGIENE, COSMETICS, HEALTH
(Cologne, soap, nappies, creams, medicines...)
FASHION AND ACCESSORIES
(Clother, shoes, accessories for children...)
HABITAT
(decor, children’s furniture, home textile...)
CHILDCARE ITEMS
(prams, child car seats...)
LEISURE AND ENTERTEINMENT (toys, audiovisual products, books...)
SCHOOL EQUIPMENT
(stationery,textbooks...)
Retailers
Child
specialist
Independent
Retailers
Child
specialist
IMAGEOWNERS-LICENSES
LICENSESSTAKEHOLDERS
Independent Retailers
DISTRIBUTION
School Distribution
Pharmacy
MARKET
ORGANISED EDUCATION SERVICES
ORGANISED LEISURE SERVICES
3. Kids related activities value chain

PURE PLAYERS
COMPANIES WITH
SPECIFIC PRODUCTS
100% OF TURNOVER AND
WORKERS CONTRIBUTE TO
THE BUSINESS
% UNKNOWN OF TURNOVER
AND WORKERS CONTRIBUTE
TO THE BUSINESS
Estimation:
 Interviews to companies.
 Analysis of companies’ product portfolio.
 Secondary sources.
4. Mapping quantification

Definition
Scope and
segments
1 2 43
Basic content of cluster mapping
International
data
5 6 7 8
Cluster analysis in 8 steps
DDBB
quantification
Value chain
and map of
agents
Tendencies International
Benchmarking
Strategic
challenges

84
FSG.ORG
© 2013 FSG
© 2013 FSG84
Tools for analysis: original methodology adapting Porterian tools
Value chain + 5 forces + diamond

Porter tools at 2015:new challenges
-Crisis of capitalism: shared value
- Global value chains
- Cross sectorial business models:5 forces or maybe
7?
-Diamond for local (?) ecosystems

Go raibh maith agat!
Joan Martí Estévez
Director Cluster Development Division
jomarti@gencat.cat
Twitter:@JMartiClusters
LinkedIN: http://es.linkedin.com/pub/joan-martí-
estévez/10/433/34b

Session 1 - Cluster Analysis - Academia

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