Clusters and competitiveness - PRO INNO Europe

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a country’s industrial capacity for innovation and improvement, and also that the four of them together constitute a more significant dynamic system than each of them separately, presenting the example of the paperboard micro-cluster in Barcelona. Figure 1. The “Diamond” as an analytical tool: example of the paperboard micro-cluster in Barcelona Factor conditions • High energy cost • Abundant water supply from the Besòs and Llobregat rivers • There are no “high tech” machinery producers • Potentially abundant supply of recycled paper in Barcelona Structure, strategy and rivalry Related and supporting industries 38 CLUSTERS AND COMPETITIVENESS: THE CASE OF CATALONIA (1993-2010) • Two dominant producers with the necessary scale that belong to large European groups (Tampella and Prat Carton) • The other 6 are family firms without state of the art technology • Strong transformation industry (Celograf) Source: MONITOR COMPANY (1992): Catalonia’s competitive edge. • Strong printing, advertising and design industry in Barcelona Demand conditions • Increasingly more sophisticated multinationals as end users (Puig, Nestlé, Unilever, Bayer, etc.) • Consequently increasingly demanding manipulators (price, delivery terms) • Very demanding in terms of quality approval Within the framework of this methodological model, The Competitive Advantages of Catalonia analysed the Catalan economy in terms of eight clusters, important not only in terms of wealth creation, but also for their growth potential: design manufacturers (textiles, furniture, jewellery, etc.); industrial systems (automotive, components, household appliances, etc.); tourism; fast moving consumer goods (food, detergents, etc.); health (hospitals, pharmaceuticals, etc.); raw chemicals; knowledge (education, publishing, etc.); and finance.
Figure 2. The clusters of the future in Catalonia Clusters with international competitive potential Designer manufacturers FMCG Industrial systems Raw chemicals Clusters with state-wide competitive potential Health Tourism Source: MONITOR COMPANY (1992): Els avantatges competitius de Catalunya. Key supporting clusters Knowledge Finances According to the authors of The Competitive Advantages of Catalonia, the “design manufacturers”, “industrial systems”, “tourism”, “fast moving consumer goods”, and “health” clusters acted at the time as key driving forces within the economy; the first three competing internationally to sell their products in an increasingly open market, and the other two mainly competing to supply the Spanish market from Catalonia. For their part, the “knowledge” and “finance” clusters played a key supporting role in the economy, sometimes also as driving forces. Finally, “raw chemicals” was viewed as an inert cluster, as it had no reinforcing effect on the competitiveness of the others. The study offered a competitive diagnosis of all these clusters, and also identified priority areas for the competitive reinforcement of each one. For the “design manufacturers” cluster, which included all those business areas which shared the fundamental need to efficiently manage design in one way or another (in the fields of creation, production and sales), for example jewellery, furniture, leather goods, leather garments, knitwear, clothing, household textiles or tissue, etc., the study’s basic recommendation was to promote the introduction of design into the business activity and encourage the creation and management of own brands in order to compete on the basis of differentiation. For the “industrial systems” cluster, which included businesses having the development of efficient-time management systems as a general skill for success, such as automotive, motorcycle, domestic appliance, machinery, aeronautics, audio and video equipment, or office equipment, among others, the study proposed increasing the sophistication of the demand, improving overall project management skills to achieve a greater internal coordination of the value system, and working as genuine competitive units. THE FIRST STEP: THE COMPETITIVE ADVANTAGES OF CATALONIA 39
Page 1: Clusters and competitiveness: the c
Page 4 and 5: Hernández Gascón, Joan Miquel Clu
Page 7: Acknowledgements Verymanypeople,com
Page 10 and 11: Index of tables Table 1. The local
Page 12 and 13: Figure 31. Textile distribution tre
Page 14 and 15: The term “cluster” is used to r
Page 16 and 17: The last effect of the new focus, a
Page 18 and 19: Figure 11. Map of the local industr
Page 20 and 21: Figure 14. Joint work scheme of the
Page 22 and 23: Figure 16. Main competitiveness rei
Page 24 and 25: Figure 33. The change in project de
Page 26 and 27: Catalonia was a pioneer in the use
Page 28 and 29: Cluster policy, understood as a ser
Page 31 and 32: A little theory: Marshall, Becattin
Page 33 and 34: However, the proliferation of regio
Page 35 and 36: the diversity of clusters themselve
Page 37 and 38: The first step: the competitive adv
Page 39: political environment which conditi
Page 43: 1. To invest in lasting long-term c
Page 46 and 47: 4.1 Introduction Following the impa
Page 48 and 49: 4.2 First stage: 1993-2004 4.2.1 Me
Page 50 and 51: This working method led the members
Page 52 and 53: 4.2.2 A case study: the leather tan
Page 54 and 55: added to this industry’s strong d
Page 56 and 57: Figure 9. Comparison between the pr
Page 58 and 59: Within this framework, Igualada’s
Page 60 and 61: 4.2.3 Some lessons More than twenty
Page 62 and 63: Finally, and with the aim of transm
Page 64 and 65: the initial stage was selected, eli
Page 66 and 67: Table 1. The local production syste
Page 68 and 69: Table 3. Relative importance of ind
Page 70 and 71: 2. Analysis of the business and str
Page 72 and 73: It should be noted that, during the
Page 74 and 75: Table 4. Types of competitiveness r
Page 76 and 77: Figure 18. Basic data for the kitch
Page 78 and 79: 2. Specialised firms: normally fore
Page 80 and 81: Figure 22. Main strategic challenge
Page 82 and 83: Main actions carried out in the kit
Page 84 and 85: On the one hand, this change in men
Page 86 and 87: In 2009 the Catalan government’s
Page 88 and 89: As in most regions or countries tha
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countries in the 1990s. However, th
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For this reason, one of the most re
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total in 2005 was 66.7%; in the Bas
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Table 6.Trends in value added by la
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There was a considerable amount of
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With regard to strategies, the anal
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Table 7. Professional profiles of e
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In terms of the positive results ac
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In 2009, after over fifteen years
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Figure 33. The change in project de
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implementing the subsequent actions
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At the same time, the Directorate G
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Cluster policy, understood as a ser
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entirely to this topic. This centre
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It hasalreadybeenmentionedthatclust
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2. Some rationale for territorial s
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Twomainreasonsjustifythispeculiarro
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of the specific interventions to re
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Sincethesenewpoliciesarestillinthei
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7. References Altobelli, C.andCarna
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Schmitz, H. (1999): “Collective e
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2. Clusters as building blocks of a
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Anumberofempiricalstudieslookatallt
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and othercompaniesthatturnintoaclus
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Thelackofagenerallyaccepteddefiniti
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aswellassupportersofclusterpolicy(a
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3.3 Implementing cluster policy to
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as a way to leverage existing agglo
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Boekholt, Patrice and Shonie McKibb
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Fritsch, Michael and Viktor Slavtch
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Porter, Michael E.: Clusters and Co
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C. Clusters: a strategic tool Anton
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The other characteristic of our pro
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they arenotrepresentedbyotherassoci
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• Gaining insight into a country
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Diez, M. A. (2001): “The Evaluati
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Joan Miquel Hernández Gascón (Val
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