SME Networking Project

Common Competition Fields for Clusters 5 Sector Strategies → Samsun Medical Equipment Sector

Strategy

October 18, 2012 – Ankara

5 Sector Strategies

Literature

Research

Shareholder

Interviews

Strategy Worksho

p

Company

Surveys

Analysis and

Action Plan

Sector Strategy Report

• Economic Analysis Reports

• Common Competition Fields Report

• Support/product/services of shareholders

for sector companies

• SWOT• Sector

Vision• Goals

• Company Profiles

• Current Status Performance

of Sector• Target Markets

• Sector Cooperation

Level Analysis

• Draft SWOT• Global Market

Data

• Value Chain Analysis

• Supply Chain Analysis

• 5 Forces Analysis

• Ansoff Matrix• GE Matrix

• Sector Need

Analysis

Sector Strategy Development Process

Input from Other Studies Conducted in Scope of the Project

Interim Outputs • Pilot Action

• Study Visit•

Performance

Indicators

Working Group

Methodology

OwnershipMeeting

Samsun Medical Equipment Sector Strategy

2011 Total Sector Revenue: TRL 53.125.850

Current Status

2011 yılı itibariyle SSES’de toplam 824[1] kişi istihdam edilmektedir. Alan çalışması sonuçları çerçevesinde çalışanların %6,5’inin 4 yıllık üniversite mezunu ve %2,9’un mühendistir. Ayrıca çalıianların yanızca %3’ü yabancı dil bilmektedir

A total of 824 individuals are employed in SME’s as of 2011. In scope of results of field work, 6,5% of the employees are university graduates of 4 year degrees, and 2,9% are engineers.

Additionally, only 3% of the employed knows a foreign language.

Current Status

 Qualified Human Resources

Innovation & R&D Performance

Export Infrastructure and Performance

Strategic Management Skills

Trademark Strenght

Corporate Structure

General Average 2,3 1,8 2,4 2,6 2,1 2,2Company 1 3 1 3 3 2 2

Company 2 1 1 2 2 1 1

Company 3 1 1 2 1 1 1

Company 4 1 2 2 1 1 1

Company 5 3 3 2 3 2 2

Company 6 3 1 2 3 2 3

Company 7 1 1 1 1 1 1

Company 8 4 1 2 4 2 3

Company 9 3 3 4 4 5 4

Company 10 3 4 4 4 4 4

Current Status

Current Status

Methodology

Iran Azerbaijan Uzbekistan India

Georgia Yemen Poland Indonesia

Algeria France Japan Egypt

Tunisia Vietnam Mexico Libya

USA Morocco China Iraq

Russia Syria Kazakhstan Italy

Germany South Korea Thailand Republic of S. Africa

Potential Markets

Potential Markets

Middle East North Africa Asia Europe

Iran (2.80)Iraq (3.10)

Algeria (3.40)Morocco (1.60)

Egypt (1.90)Benin

Azerbaijan (3.50)Russia (2.80)

Kazakhstan (2.10)

MalesiaIndoneisa

Germany (3:00)

Target Markets

Samsun Medical Equipments Sector

VisionTransforming companies to those that adopt and use cooperation as an effective tool for becoming

brands in the global market with innovative products that meet international quality

standards.

VisionTransforming companies to those that adopt and use cooperation as an effective tool for becoming brands in the global market

with innovative products that meet international quality standards.

Development Axes

Development Axis 1.Cluster Management

Development Axis 2.Competitiveness

Development Axis 3.Innovation

Development Axis 4.Internationalization/Interregionalization

Strategic GoalsStrategic Goal 1. Becoming a cluster that adopts a participating, transparent and cooperative approach, that possesses effective representation and strategy creation skills, that is managed by a professional team and that follows its own development.

Strategic Goal 2.Utilizing competition as an effective tool to provide continuous efficiency increase.

Strategic Goal 3.Transforming companies to those that continuously learn, that quickly put into practice and that institutionalize by utilizing advantages of the cluster for access to information.

Strategic Goal 4.Transforming companies to those that have the capacity to innovate in quality and quantities required by the global market. Strategic Goal 5.Establishing necessary networks in order for users, customers, suppliers and universities to actively contribute to the R&D processes of companies. Strategic Goal 6.Creating opportunities for innovative entrepreneurs to emerge.

Strategic Goal 7.Branding Samsun and companies on national and international markets. Strategic Goal 8.Entering new international markets identified by common sense and become lasting assets in these markets.

ActivitiesYear 1 (2012)

Year 2 (2013) Year 3 (2014)  

  Month Month Month Cost ($)

  91

0

1

1

1

21 2 3 4 5 6 7 8 9

1

0

1

1

1

21 2 3 4 5 6 7 8  

Cluster Website                                                 20.000Common Promotion and Marketing Kits                                                 30.000Foreign Trade Training Programme                                                 10.000

Professional Manager and Strategic Management Training Programme                                                 20.000

Other Trainings (Cost Calculation, Project Preparation etc.)                                                 10.000

Analysis and Concept Development (Consultancy) for Collective Mark

and Guarantee Trademark                                                45.000

Medica 2012                                                 80.000Medica 2013                                                 80.000Arab Health 2014                                               85.000Cluster Visit (Austria, Czech Republic) 40.000Procurement Committee (Azerbaijan, Kazakhstan)                                                 30.000Procurement Committee (Malesia, Indonesia)                                                 30.000Procurement Committee (Algeria, Morocco, Egypt,, Benin)                                                 45.000Procurement Committee (EU Countries)                                               65.000Procurement Committee (Iran, Iraq)                                                 30.000Procurement Committee (Surgeons) 40.000Employemnt (Personnel 1)                                                 70.000

Predicted Total 730.000

UR-GE

Advantages Disadvantages1. Cost of individual attendance is EUR 26,000, where cost for per company for

joint attendance is EUR 4,833 (EUR 1,208 with URGE contribution)2. While only 2 companies were able to participate in previous years, 10

companies may attend with joint stands. 3. Since Medica Expo is the most important expo on the global scale, years of

waiting in queue is required. 40 m2 space in good shape for joint attendance is provided with initiatives of Samsun Chamber of Commerce and Industry.

4. Meetings and visits are arranged by cluster management with relevant authorities and institutions for the companies to get to know the German market better. (Advantage against Disadvantage 1)

5. Since procedures such as expo attendance, transportation, residence, organization and logistics will be handled by the cluster management, companies are no longer required to waste time for these procedures.

6. Visitors are presented with the opportunity to meet with many companies offering different solutions under one stand.

7. Companies will be able to use the corporate identity of Samsun CoCI and cluster.

8. Since there will be directions provided to the visitors by the cluster management, reuslt oriented meeting will be able to be held with visitors that are interested for their fields of activity (Advantage against Disadvantage 1).

9. Via 3D interactive monitors, a more professional approach will be enabled during meetings for promotion of products and companies. (Advantage against Disadvantage 2)

1. While it is possible to meet approximately 200 visitors in individual attendance, joint attendance provides meetings with approximately 100 visitors.

2. While companies will be able to display more products with individual attendance, joint attendance allows for display of lesser number of products.

Monitoring and Evaluation

In order for the pilot project applied in Samsun Medical Equipment Sector to achieve 25% increase in efficiency, a value of 0,174 must be met at the closing of the project .

Monitoring and Evaluation

• Team = Local Expert + External Expert• Current Status Analysis Based on Company Data• Individual is followed by Joint• Conformity with Individual Business Plans of

Companies• Identification of Opportunities, Prioritization and

Applicable Business Plan• Coordination with Leader Companies and

Regional Players