Treviso Tecnologia

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• Treviso Tecnologia
• Information Days
• Montebelluna Sportsystem Cluster - Italy
• ECOLEAD project

Roberto Santolamazza - director
Nova Gorica, 2005 Oct 06th
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The Italian Sportsystem Cluster
The Cluster is the development model strongly
characterizing the economy over the last forty
years mostly in North and Center Italy.
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The Italian Sportsystem Cluster
Key characteristics of this model of Local
Productive System can be summarized as follows

• the governance of economic relationships based on
  social rules and traditions as well as on the
  strength of social ties among individuals within
  and across organizations
• the strong mix of competition and cooperation
  among firms, where generally relationships have a
  long length
• trust mechanisms as business enabler and
  empowerment
• a quite equal distribution of the power among
  district firms, with an important role played by
  third parties
• the aggregation and spatial proximity as well as
  shared languages as elements able to support
  rapid information diffusion, facilitating
  knowledge sharing and innovation process

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The Italian Sportsystem Cluster
Veneto Region a clustered economy

• Presence of several industrial areas aggregating
  companies on relevant industrial sectors such as
  textile and clothing, leather and shoes industry,
  sportsytem products, wood and furniture,
  electrical appliances, conditioning and
  industrial refrigeration, eyewear
• 40 industrial clusters are supported by the
  Regional Government since 2003 (Regional Law
  n.8)
• Bottom-up model companies, local development and
  technical institutions co-operate on a voluntary
  basis
• Long term agreement among them for new
  competitiveness
• Yearly, call for new clusters and projects
  proposal

• Population 4.527.694
• 7,9 of total Italian population
• n. of employees 2.004.000
• about 9 of Italian employed population
• Veneto unemployment rate 3,4
• Italian unemployment rate 8,7

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The Italian Sportsystem Cluster
Veneto Region a clustered economy

• Veneto is one of the strongest economic regions
  in Europe, with a gross domestic product (GDP)
  estimated at 94.9 billion Euros 9.1 of the
  national GDP
• Second Region for number of companies (9 of
  Italy)
• Second Region for export (36.4 billion Euros,
  14.1 of Italy)
• Excellently established entrepreneurial
  capability
• Plenty of SMEs (over 440.000)
• Relevant economic diversification
• Export led regional development

40 clusters

• Footwear Cluster (2)
• Marble Stone Cluster
• Classical Furniture Cluster
• Artistical Furniture Cluster
• Prosecco Cluster
• Eye-Wear Cluster
• Ceramics Terracotta Cluster
• Mechatronics Cluster
• Sportsystem Cluster
• Mechanics Subcontracting Cluster
• Logistic Cluster (2)
• Goldsmith Cluster
• Fruit Vegetable Cluster

• Silversmith Cluster
• Tourist Cultural Industry Cluster
• Shipbuilding Industry Cluster
• Rubber Plastic Materials Cluster
• Spa Cluster
• Wood Furniture Cluster
• Biobuilding Cluster
• Tourist Industry Cluster
• Artistic Cultural Heritage Cluster
• Refrigeration Conditioning Cluster
• Wine Cluster
• IT Advanced Technologies Cluster

• Fairground Equipment Cluster
• Food Service Equipment and Catering Cluster
• Dairy Industry Cluster
• Fashion Cluster (2)
• Tanning Cluster
• Packaging Cluster
• Fish Industry Cluster (2)
• Murano Artistic Glass Cluster
• Thermo Mechanics Cluster
• Graphic Printing Cluste
• Veneto Nanotech

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The Italian Sportsystem Cluster
The whole North Eastern Italy and, more, the
Trevisos area experienced an huge and fast
development passing from an agricultural to a
manufacturing society focused on various
businesses and largely labour intensive.
13275 companies
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The Italian Sportsystem Cluster
A success story keypoints
strategy
technology
management
people
Link to the territory
Labour division
Ancient tradition
Product diversification
Relation with bigger player
Supply Chain organization
Competences available
Cross contamination
Niche Market serving
Family run business
Design and NPI skills
Product substitution
Product diversification
Business with Multinationals
Service oriented
Technology stretching
New market orientation
Innovative materials
Market orientation
Collaboration
Widening product range
Flexible networks
Merge acquisition
Technicians exchange
Patenting Branding
Incremental innovation
Process segmentation
Designer stylists
Manufacturing delocalization
Openness to new industries
SMEs Marketing
Professional services
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The Italian Sportsystem Cluster
Key facts and figures Treviso province and the
Sportsystem Cluster

• 1 italian province in density of companies
  95.000 (1 Vs 8 inhabitants)
• 4 italian province in export 8.328 mln
  
• 3 italian province in trade balance 3.972
  mln
• (half of Venetos total and 3 times italian
  average)
• Ratio 100 imported Vs 191,2 exported
• (128,8 Veneto and 100,4 Italy)

Data 2004

• Sportsystem direct companies 428
• Employees 9.000
• Turnover 1.542 mln
• Export 1.300 mln
• Export/production 70
• To be added to the second tier and connected
  companies ( 1700 total)

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The Italian Sportsystem Cluster
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The Italian Sportsystem Cluster
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The Italian Sportsystem Cluster
Current situation export
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The Italian Sportsystem Cluster
Current situation delocalisation in 2004
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The Italian Sportsystem Cluster
Current situation delocalisation in 2004
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The Italian Sportsystem Cluster
Current situation delocalisation in 2004
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The Italian Sportsystem Cluster
Current situation delocalisation in 2004
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The Italian Sportsystem Cluster
Current situation key players
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The Italian Sportsystem Cluster
Organisation Competences

• Clusters show a full employment situation, with
  an high turnover and inner mobility rates
• Learning procedures are basically internally
  managed (learning-by-doing) and allow to
  technical workers to acquire fast a complete
  knowledge on managing a specific production
  process autonomously
• Internationalisation is opening new scenarios for
  competences to be exported setting up structured
  training programmes for workforce
• Professional services and competences for RD and
  Style and Design play a key role in the
  internationalised scenario for the cluster being
  the main phases located in the Montebelluna area
• Strong collaboration with local university in
  Industrial Design and institutions results a key
  to success in developing new talents

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The Italian Sportsystem Cluster
Organisation Professional Communities project
eKM Dicamo

• Il progetto eKM-DICAMO (e-Knowledge Management
  per il Distretto della Calzatura di Montebelluna)
  is aimed at
• To facilitate aggregation and relationships
  between local designers, consolidating their
  community an enhancing their outer visibility
• To implement a methodological model for a
  distributed knowledge management for a cluster on
  a pre-competition level

www.ekmdicamo.org
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The Italian Sportsystem Cluster
Organisation Professional Communities project
eKM Dicamo

• Our on-field researches proofed still a lack of
  identity and clear boundaries for the designers
  competences, roles and contribution
• Major findings go from a sense of insulation and
  a mixed figure, covering design but also
  engineering, industrialisation and production
  issues to a low attention paid by the top
  management
• Main causes
• High fragmentation of the local designers
  community and lack of opportunities to meet up
  and discuss precompetition themes
• Low official (national/international) visibility
  and endorsment
• Lack of a shared system to rule and qualify
  competences needed to define the professional
  profile of a designer
• Few direct collaborations and projects with
  research institutes, universities and public
  institutions
• Industrial model basically focused on
  manufacturing side

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The Italian Sportsystem Cluster
Organisation Professional Communities project
eKM Dicamo
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The Italian Sportsystem Cluster
Findings and results

• Awareness of the own professionalism and identity
  (with a specific new local association
  TrevisoDesigners)
• Relevant interest and increased committment
  within the enterprises and institutions for the
  capabilities in design as startegic key to a
  renewed competitiveness and to the innovation
  processes (governances new player)
• Facilitation in the knowledge sharing process
  among experts, professionals and young graduates
  in Design ClaDis (community as a bridge among
  university and professional sphere)
• Domain enlargement with close and collaborative
  networks/clusters interested in design and
  creativity (Wood Furniture, Eyewear, Mechanics
  and Mecatronics) present in theVeneto area

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SMEs are late on large enterprises?
Evolutionary trends for clusters

• Large enterprises and multinationals have a sound
  usage of ICT finalised to
• Internal processes optimization (effectiveness)
  and efficiency
• Internal knowledge assets valorisation and
  sharing within the organization
• SME have up to now used ICT on specific segments
  leaning on the local relationships network to
  better manage productive processes and to
  innovate their own business

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Evolutionary trends for clusters

• Clusters as local manufacturing systems of SMEs
  have developed an important set of specialized
  competencies and knowledge assets, based on the
  productive processes and social dynamics rooted
  on the local area

Globalization Opportunities to exploit and share
knowledge on a global scale, beyond the local
context (open innovation processes)
Network technologies Potentialities in terms of
information management and online interaction to
redesign internal processes and B2B relationships
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Cluster internationalization
Evolutionary trends for clusters

• Commercial internationalization
• local firms are not only able to sell abroad
  directly (export), but they are investing to
  create their own sales networks in the global
  markets. Through these strategies they promote a
  more stable presence abroad
• Manufacturing internationalization
• productive processes traditionally managed at the
  local level are now carried out also by suppliers
  located in other countries. Opposite to large
  corporations, SMEs do not only directly invest
  abroad (FDI), but they are also interested in
  promoting or exploiting local networks of
  suppliers in foreign countries

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ICT adoption in Italian industrial districts
Evolutionary trends for clusters
Source TeDIS Survey 2004 (45 industrial
districts)
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Patterns of ICT adoption
Evolutionary trends for clusters

• According to a recent TeDIS survey realised
  within Veneto region, the paths of ICT adoption
  within clusters are characterized by
• Consistency with firms strategy (selection of
  the ICT solutions the most coherent with firms
  competitive model)
• Incremental innovation in ICT investments
• Bottom-up approach, without a master mind able
  to coordinate the cluster digitalization process

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Evolutionary trends for clusters

• Cluster internationalisation is modifying the
  commercial and supply relationships network and
  geography balancing differently local and global
  components
• Network technologies allow to manage
  communication processes, interaction and distance
  commercial exchanges

• Virtual cluster
• as a group of firms (SMEs) vertically linked and
  operating in the same specified supply chains
  that leverage network technologies to manage
  manufacturing and commercial processes and
  activities at distance

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Evolutionary trends for clusters
Virtual clusters
Platform for Technology services
High
Vertical communities



Relevance of technology services

E-opti.com


Acrib
.
it



Textilebusiness
.
it
Specialized Information portal
Low
High
Low
Relevance of information services
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The Italian Sportsystem Cluster
Relevance to Ecolead Project

• New challenges of internationalization and
  network technologies led to cope with three main
  strategic issues for our clusters for the time
  being
• Growth as a strategic answer to the need to be
  global
• Innovation as a key factor in a mid-long term
  planning
• Governance as a way to be more effective and
  efficient in managing an internationalised
  business

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The Italian Sportsystem Cluster
Relevance to Ecolead Project
Growth why?
Source McKinsey research 2005 on 90
significant Venetos companies
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The Italian Sportsystem Cluster
Relevance to Ecolead Project
Growth how?
External leverage
Source McKinsey research 2005 on 90
significant Venetos companies
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The Italian Sportsystem Cluster
Relevance to Ecolead Project
Three model for growth in a internationalised
cluster

• Cooperation in support functions administration,
  payroll, legal and ICT services - no share of
  industrial projects
• Cooperation in operational function purchasing,
  plant and equiment exploitation, optimization of
  logistic services or selling networks - share of
  some industrial nproject
• Cooperation in strategic function marketing and
  RD - share of mid term industrial project

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The Italian Sportsystem Cluster
Relevance to Ecolead Project traditional cluster
as operational integration

• BE
• In a traditional manufacturing cluster consists
  of a strong link with the territory, its history
  and tradition, capabilities and competencies
• Low diffused management skills
• Family run businesses
• VO support functions
• Its a vertically integrated network, led by a
  major player (e.g. shoe factory), focused on some
  support on process development and ongoing
  operations for extreme flexibility. Competition
  and strong individualism did not allow any
  business/VO among competitors but not core
  activity
• Project VO operational functions
• A specific declination (product or a family of
  similar products) within the vertical integration
  in SCM
• PVC/Team
• Fragmented competencies in the territory
  aggregated by each VO
• High mobility of key resources between
  competitors\

SCM driven organization
BE
VO
PVC
Focusing business opportunity
project
team
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The Cluster business model
Competitive Cluster

• Industrial product with a large craftmade
  component
• Several leaders with own production networks
  (stable/unstable)
• Many companies belong simultaneously to many
  logistical-productive networks with different
  standards

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The Italian Sportsystem Cluster
Relevance to Ecolead Project trends driver to a
virtual organization

• BE
• link with the territory branding, style/design,
  competencies on core processes
• Openness external inputs and trends, export of
  technologies/manufacturing
• Technological innovation as key competitive
  factor
• VO
• Distributed network, still led by a major player
  (e.g. shoe factory) and shared with strategic
  partners
• Strategic issues (new sourcing/outlet markets,
  manufacturing organization etc) are shared in
  wide project for common internationalization
• Common research project (eg innovative materials)
• Project
• A specific declination within the vertical
  integration in a extended/not geographically
  defined SCM
• PVC/Team
• Awareness and identity of new professionalities,
  especially on RD, Design and Style
• Relevance of IPR issue and exploitation
• Emerging professional services

Network technologies
internationalisation
Driver to a virtual organization
BE
VO
PVC
Focusing business opportunity
project
team