Nov
20
2009
F2C Innovation: French agri-food “super cluster”
A French partnership among three agri-food clusters is an interesting model for how to further utilize the synergies and dynamics created within a cluster. First announced during IFT earlier this year, Vitagora, Valorial and AgriMip have joined forces under the brand F2C: Field to Consumer.
By doing so, the three clusters will allow its collective members of 370 companies, 130 public and private R&D organizations and 35 academic institutes collaborate, share information and build intra-cluster partnerships.
This is yet another example of how clusters realize the opportunity of creating brands to further advance its position and recognition globally. Branding of clusters is a practice that seems to have gotten most traction in Europe (we are aware of 11 branded food related clusters in Europe alone – but I am sure there are more). There are certain regions in North America as well that have either established a brand (e.g. Montréal InVivo), or in the process of doing so. Our organization is currently working with two North America metropolitan regions, in two different industry sectors that are in the process of developing a “branded” Cluster Initiative similar to those mentioned above.
No Comments • Categories: Uncategorized
Oct
23
2009
Clusters vs. Cluster Initiatives; The little extra makes a big difference
Porter and others used the cluster theory as a framework for analyzing and describing economic factors and innovation. Looking at the basic definition of a cluster, throughout the developed world, literally every region and jurisdiction has cluster in the particular industries important to that region, where private corporations, government, academia and R&D are participants and stakeholders.
Since the mid 90s, the idea of building on clusters to create a competitive regional structure, accelerating innovation, achieving critical mass, encouraging entrepreneurship, etc., in an organized manner, has become increasingly dominant in economic development and innovation policy. These deliberated efforts are often referred to as Cluster Initiatives (CI).
The possibility of creating a formal structure and program around a cluster – develop a Cluster Initiative is an issue that we often see the organizations we work with finds quite compelling.
Clusters and Cluster Initiatives are often used synonymously in practical terms. However, whereas clusters describe existing economic structures (independent from political initiatives), Cluster Initiatives are defined as:
Organized efforts to increase growth and competitiveness of clusters within a region, involving cluster firms, government and/or the research community.
The Cluster Initiative Greenbook 2003 (Sölvell et al. 2003)
Central to the idea of a Cluster Initiative are several key factors; creating a central management organization for information sharing and joint representation, developing a governance model. strategy development and reporting procedure, membership offering (in many cases membership is a for-fee arrangement) and branding and marketing of the cluster.
Our research has identified several factors that are critical to the development, launch and viability of Cluster Initiatives. Some of these are quite obvious, including industry involvement (market pull strategy vs. technology pull), creating CIs around technologies and focus areas that are native to the region, sound development of vision and mission etc. We will cover these and more in postings to follow.
No Comments • Categories: Uncategorized
20 2009
F2C Innovation: French agri-food “super cluster”
A French partnership among three agri-food clusters is an interesting model for how to further utilize the synergies and dynamics created within a cluster. First announced during IFT earlier this year, Vitagora, Valorial and AgriMip have joined forces under the brand F2C: Field to Consumer.
By doing so, the three clusters will allow its collective members of 370 companies, 130 public and private R&D organizations and 35 academic institutes collaborate, share information and build intra-cluster partnerships.
This is yet another example of how clusters realize the opportunity of creating brands to further advance its position and recognition globally. Branding of clusters is a practice that seems to have gotten most traction in Europe (we are aware of 11 branded food related clusters in Europe alone – but I am sure there are more). There are certain regions in North America as well that have either established a brand (e.g. Montréal InVivo), or in the process of doing so. Our organization is currently working with two North America metropolitan regions, in two different industry sectors that are in the process of developing a “branded” Cluster Initiative similar to those mentioned above.
23 2009
Clusters vs. Cluster Initiatives; The little extra makes a big difference
Porter and others used the cluster theory as a framework for analyzing and describing economic factors and innovation. Looking at the basic definition of a cluster, throughout the developed world, literally every region and jurisdiction has cluster in the particular industries important to that region, where private corporations, government, academia and R&D are participants and stakeholders.
Since the mid 90s, the idea of building on clusters to create a competitive regional structure, accelerating innovation, achieving critical mass, encouraging entrepreneurship, etc., in an organized manner, has become increasingly dominant in economic development and innovation policy. These deliberated efforts are often referred to as Cluster Initiatives (CI).
The possibility of creating a formal structure and program around a cluster – develop a Cluster Initiative is an issue that we often see the organizations we work with finds quite compelling.
Clusters and Cluster Initiatives are often used synonymously in practical terms. However, whereas clusters describe existing economic structures (independent from political initiatives), Cluster Initiatives are defined as:
Organized efforts to increase growth and competitiveness of clusters within a region, involving cluster firms, government and/or the research community.
The Cluster Initiative Greenbook 2003 (Sölvell et al. 2003)
Central to the idea of a Cluster Initiative are several key factors; creating a central management organization for information sharing and joint representation, developing a governance model. strategy development and reporting procedure, membership offering (in many cases membership is a for-fee arrangement) and branding and marketing of the cluster.
Our research has identified several factors that are critical to the development, launch and viability of Cluster Initiatives. Some of these are quite obvious, including industry involvement (market pull strategy vs. technology pull), creating CIs around technologies and focus areas that are native to the region, sound development of vision and mission etc. We will cover these and more in postings to follow.
