tci 2014 world class cluster born on reindustrialization of olivetti settlement
DESCRIPTION
By Ilaria Massari, presented at the 17th TCI Global Conference, Monterrey 2014.TRANSCRIPT
World class cluster born on reindustrialization of Olivetti settlement Ilaria Massari
Parallel 4.3 Topics on New Cluster Trends
12 November 2014
Lombardia Region (one of the 4 Motors of Europe)
- Population : 9,7 million
- Entreprises: more than 800.000
- It generates 25 % of GDP of Italy
- 13 of the major Italian University
Crema city and area
- in the heart of Po river valley
- 165.000 inhabitants
- Close to Milan and other main industrial cities
- Hystoric center and dynamic atmosphere
CITY OF CREMA,
IN LOMBARDIA REGION (ITALY)
Olivetti dynasty was full of farsighted entrepreneurs.
Camillo Olivetti, the father of Adriano, studied electronics in the NineteenthCentury, in 1880. He went from Italy to vist Palo Alto, at the developmentof Silicon Valley. In US he understood the social value of business.
He saw there for the first time the mechanical typewriters.
He came back to Italy, in 1908 he founded the first national typerwriterproduction where he started to develop the first electric typewriter in the world.
Adriano Olivetti was an amazing forwardlooking entrepreneur, even more than the father, setting the basis for the first commercial desktop computer (Programma 101), which was produced in 1964 and had a big success in the U.S. market.
More than 3000 employees, in Crema, and a total of more than 50.000 in the best years.
OLIVETTI IN BRIEF: A GREAT AND UNIQUE INDUSTRIAL STORY
OLIVETTI IN BRIEF: A GREAT AND UNIQUE INDUSTRIAL STORY
«COMMUNITY» , political Manifesto of Adriano Olivetti
- Advanced working organization
- Wellness of employees and participation
- Mondern open working space
- Design, music, poetry and games
- Shareholders value (community and citizens)
- Canteens and kindergardens
- Houses for employees
Olivetti considered himself in charge of the community
wellness. So did the entire company.
INTANGIBLE ASSETS CREATED BY OLIVETTI: COMMUNITY VALUES
HUGE PROGRAM OF REINDUSTRIALIZATION
• Surface of 364.000 square meters
• More than 3000 employee and families without jobs
• No services in the industrial area
• Dozens of SME of the chain withoutcontractors
• Public investment dedicated € 69 Mil.
REINDUSTRIALIZATION PATH, SINCE 1995 TO 2004
GREAT RESULTS SERVICES CREATED
• REINDUSTRIA Agency, fully engaged in the mission of reindustrialization
• UNIVERSITY course development and research
• CREMA RICERCHE – center for technology transfer and start up, in close collaboration with the University
• NEW FRAMEWORK CONDITIONS -Renovation of framework conditions (administrative and fiscal)
REINDUSTRIALIZATION PATH, SINCE 1995 TO 2004
205 small and medium entreprises have started in the following 10 years.
735 jobs created.
STEP 1: mappinglocal
specialisation(small and medium
entreprises)
STEP 2: value chain analysis
with directengagement of companies in
order to definepriorities
STEP 3: needanalysis. Definition
of short termations and sharing
perspectives on long term aims
STEP 4: planning financial
sustainability for each purpose and
monitor
STEP 5:Strategic
assessment and governance of
the whole cluster initiative
2004, THE IDEA: CLUSTERING IN ORDER TO OPTIMIZE EFFORTS
STEP 1: MAPPING LOCAL SPECIALISATION (2005)
ACTIVITIES: • Mapping the presence of relevant sector in the area• 2 years of consultation between public and private entities(triple helix model), generating a deep study on the area of Crema “Il Cremasco” http://www.reindustria.com/notizie-studi-pubblicazioni.php
OUTCOME: Identification of the local specialisation (small and medium entreprises)• Cosmetic value chain• Metalmechanic sector• Agrofood chain
FIRST TARGET: the cosmetic sector (ON REQUEST OF LEADING ENTREPRENEURS). In 2005 Reindustria verified the great concentration of cosmetic companies in the province of Cremona, through an accurate mapping.
ACTIVITIES: direct engagement of companies through surveys and meetings, in order to understand:
• value chains
• competitive forces
• growth rates of the sector
• needs and priorities of the chain
• perspectives on long term development
OUTCOME (2005):
• Public awareness of the presence and definition of the value chain involved.
• Analysis of the cosmetic cluster consistency in the Cremona Province: quantitative data highlighted 92 enterprises belonging to the cluster. 51 % of the occupational weight of the Italian cosmetic sector is concentrated in Lombardy Region and 60 % of the Italian turnover is here produced.
STEP 2: COSMETICS CHAINANALYSIS (2005) - A -
COSMETIC VALUE CHAIN of the COSMETIC SECTOR in Lombardia Region1. direct producers of cosmetics and related products2. contract packagers3. designers and producers of primary packaging products4. designers and producers of secondary packaging products5. designers and producers of plant and machinery6. specialist service companies 7. trading companies
Strengths: innovative cross-sector applications & great abilities of design and creativity
STEP 2: COSMETICS CHAINANALYSIS (2005) - B -
STEP 3: TARGET PRIORITIES AND DEFINITION OF ACTIONS - A -
TOP PRIORITY (A), as defined by companies themselves:
Cluster visibility and awareness
OUTCOME:
• Better analysis of value chain
• Website of cluster
www.polocosmesi.com
STEP 3: TARGET PRIORITIES AND DEFINITION OF ACTIONS - B -
TOP PRIORITY (B), as defined by companies themselves:
Professional training and investment in competence and know how
OUTCOME:
• Cosmetic training center. In 2006 Lombardy Region funded the project Polo Formativo della Cosmesi, with the aim of creating new professional profiles (cross setting)
• Collaboration with high schools, universities for Workshops, Seminars, Courses
• Collaboration with temporary job agencies for placement policy
• IFTS project : “Science and Technology in the cosmetic sector – technique of industrialisation for product and process”
• Partecipation at 39° National Congress of SICC
STEP 3: TARGET PRIORITIES AND DEFINITION OF ACTIONS - C -
TOP PRIORITY (C), as defined by companies themselves:
Enhancing global dimension
OUTCOME:
• Collective participation at world exhibitions, in each
• Reinforcement of internationalisation policy of most of the companies
STEP 3: TARGET PRIORITIES AND DEFINITION OF ACTIONS - D -
TOP PRIORITY (C), as defined by companies themselves:
Innovation and quality
OUTCOME:
• High level expert cunsultancy support through scale economies
• Concrete innovation services; product and process innovation support
• Shared Technical Director service, - only one - Technical Director at disposal of all the companies (in cooperation with Unipro Srl). Now working on cloud.
• Regulation Reliability path
• Shared Service for Regulation Consultancy (EU D 1223/2009, available on cloud)
• Support service for GMP – Good Manufacturing Practice
It is composed by 8 magical enprepreneurs:
Matteo Moretti (Lumson Spa) President
Roberto Bernocchi - E.P.S. Group Srl
Marco Cicchetti - Omnicos Group Srl
Gennaro Mosti - Emme Erre Srl
Pierangelo Sanzanni - San Cosmetics Srl
Caterina Bondioli - Red of View
Ivan Massari - APS
Giovanni Ciliento - Baralan
BOARD OF DIRECTORS
OF POLO COSMESI
Visibility
Costsreduction
Betterguarantees for
clients
Update on time on Regulation
Increase in quality products
Availability of skilled human
resources
Innovation circulation
BENEFITS FOR MEMBERS OF POLO COSMESI, 150 FIRMS (2014)
Cosmoprof Bologna, Italy
HBA, New York
Beyond Beauty, Paris
Make Up in Paris
Make Up in New York
Luxepack, Monaco
Beauty World Middle East, Dubai
China Beauty Expo, Shangai
Cosmoprof North America, Las Vegas
Cosmoprof Asia – Hong Kong
Cosmoprof San Paolo, Beauty in Brazil
EXHIBITIONS: COLLECTIVE PARTICIPATION AND MISSIONS
Internationalisation competence point, organising COLLECTIVE PARTICIPATION in several international exhibition, almost every year.
Defining scale economies and participants +
Supporting access to public funds +
Booth organization in fairs +Promotion = business for all
Summing companies participations in international fairs since 2006, there havebeen 364 companies involved and 2.295.050 € invested by companies for internationalisation purpose (little cofunds by Chamber of Commerce –vouchers form)
INTERNATIONALISATION SUPPORT
GOING INTERNATIONAL(2006-2014)
An agreement with Cosmetic Valley (Pole de Competitivité in France) has been signed in December 2013, in order to collaborate on multiple scopes.
AGREEMENT WITH COSMETICVALLEY (FRANCE)
1. The Cluster Manager! Alessandra Ginelli
2. Plug & play solution for plants
3. Services for start-ups by Crema Ricerche
4. Facility management by Chamber of Commerce of Cremona
5. Fundraising (public and private)
6. High specialization of human resources and focus on intangible assets
7. Reindustria support and tutorage
CORE COMPETITIVE ADVANTAGEOF POLO COSMESI
LEADERSHIP of intangible assets is as much important as economic results.
READINESS TO CHANGE : A cluster policy must evolve in time (plug&play mode)
ACTIVE INVOLVEMENT : taking care about effective governance of the partnership (public private alliances).
AWARENESS : a cluster is a learning organism, so constant focus is to stimulatecollective learning and interactions between members.
TRUST between members: it is not only trust in people, it is doing business with people who believe what you believe.
IN CONCLUSION, FOCUS ON INTANGIBLE ASSETS
Thank you
Ilaria Massari
Politecnico di Milano
Technical University of Milan – Campus of Cremona
CESVIN Innovation Development Center
Creating shared value through clusters for a sustainable future
Creating intangible assets through aware clusters for a happy future
Innovation demand manager
facilitating development processes and social innovation, through linkages betweenUniversity and entreprises and focused public-private partnership