CLUS 3 Project Presentation

Report
CLUS 3
Project Presentation
Manzano, 2/10/2014
CLUS 3 Objectives
 to develop project partners’ capacities in managing cluster
programs;
 to develop the management capacities of participating clusters
 to support cluster organizations in the labelling process
 to grant sustainability to the “cluster excellence process” by
becoming one of the crucial tools supporting the Smart
Specialization Strategies of the involved territories.
The added value of CLUS3
CLUS3 promotes a harmonization of management standards, the adoption of
benchmarking, monitoring and evaluation tools and a broader increase of capacities at
policy and cluster management level that are functional to strengthen the capacity of
clusters to play at international level and to have a vision beyond regional/territorial
boundaries
Clusters and cluster policies may provide a strong contribution in
design and implementation of smart specialization strategies
CLUS 3
outputs and impacts
• 12 people trained and certified as
Benchmarking expert
• Better understanding of economic
landscape and cluster performance
• 12 people trained and certified as
cluster instructors
• Improved knowledge of cluster
managers on cluster management
excellence
• 24 clusters assessed and awarded with
bronze label
• 4 clusters candidates and/or awareded
with Gold Label
• 24 cluster managers trained
• 1 ICT cooperation platform
implemented
• 1 strategic paper on the role of cluster
in RIS3 outlined
• Strenghten relation between cluster
organizations of consortium countries
• Support to the policy makers in drafting
S3
• Evolution of cluster policies moving
beyond the current practice and thus
contributing to the transformation of
regional economies
«Green Chair»
A competitiveness reinforcement initiative
for the chair cluster in FVG Region
Objective
to support the change management and the
identification of new challanges to be tackled by
the cluster companies of the chair cluster
«Green Chair»
A competitiveness reinforcement initiative
for the chair cluster in FVG Region
Tools




1.
2.
3.
4.
strategic analysis of the Furniture industry
identification of strategic segments
drafting a strategy
launching the action
Strategic Analysis
Activities
- Definition of the furniture industry with a specific focus
on chair sector
- Analysis of trends and tendencies at global level
- Identification of the challenges
Output
- Industry Document
- Cluster Document
Strategic Segmentation
Activities
- Analysis of the Buyer Purchase Criteria
- Strategic Option for the future
- Feedback from interviewa
Output
- Strategic Segmentation
Drafting a strategy
Activities
- Reference Trip
- Feedback from Public Meetings
- Benchmarking references
- Working groups
Output
- Strategy proposal
4. Launching the action
Activities
- Definition of the challenges to be tackled and of the
actions to be taken
Output
- Launch of the action
The furniture and Chair/Seats industry
 In recent years, as the whole furniture sector, the sub-sector
of the chairs/seats has gone through a difficult period due to
several factors (entry into the market of emerging countries,
effects of the global financial crisis).
 As a response to competitive pressures, furniture companies
have undertaken a lengthy process of restructuring and
innovation. Many firms are upgrading their products in terms
of design, style and new utilitarian functions, and are also
using new materials and developing safe and environmentally
friendly products.
The Chair/Seats segment
For the purposes of the Industry and Cluster documents were chosen the
following Chairs/Seats commodities, as it appeared the most significant
within the European and Italian market (Prodcom codes):
31001150 - Swivel seats with variable height adjustments (excl. medical,
surgical, dental or veterinary, and barbers' chairs);
31001170 - Upholstered seats with metal frames (excluding swivel seats,
medical, surgical, dental or veterinary seats, barbers' or similar chairs, for
motor vehicles);
31001190 - Non-upholstered seats with metal frames (excluding medical,
surgical, dental or veterinary seats, barbers' or similar chairs, swivel seats);
31001250 - Upholstered seats with wooden frames (including three piece suites)
(excluding swivel seats);
31001290 - Non-upholstered seats with wooden frames (excluding swivel seats).
The Chair/Seats segment
 In 2013 the EU Chair/Seats sector has been driven by the Upholstered seats with
wooden frames (60.8% of the total EU-28 sold production), followed by Swivel seats
with variable height adjustments and Upholstered seats with metal frames, with a
27.8% of the EU sold production.
 Among the EU, Italy is the best manufacturer for all the Chair/Seats commodities
concerned, followed by other countries depending on the type of Chair/Seat
considered.
Sold production of Top 5 Chairs/Seats commodities in EU-28 (in € Mln.)
Source: Informest processing from Eurostat (Prodcom) data
The Chair/Seats segment
Sold production of chairs/seats (Top 3 countries and EU 27 - Ranking on the 2013 data)
(in Mln. €)
2011
2012
2013
Swivel seats with variable height adjustments (excl. medical, surgical, dental, etc.)
Italy
268.2
350.5
368.8
United Kingdom
144.8
190.9
210.4
Poland
117.1
107.5
121.9
TOTAL EU-27
1.796.5
1.497,1
1,499.3
Upholstered seats with metal frames (excl. medical, surgical, dental, for vehicles, etc.)
Italy
575.0
462.0
492.7
Germany
215.4
229.4
224.3
United Kingdom
145,6
161.9
194.6
TOTAL EU-27
1,487.9
1,374.8
1,463.5
Non-upholstered seats with metal frames (excl. medical, surgical, dental, etc.)
Italy
411.8
312.9
290.0
Germany
186.7
182.6
188.4
France
63.8
66.3
64.6
TOTAL EU-27
1,021.9
921.3
849.9
Upholstered seats with wooden frames (excluding swivel seats)
Italy
1.893.8
1,565.6
1,558.2
Germany
n.a.
n.a.
n.a.
Poland
1.353.6
1,368.3
1,442.0
TOTAL EU-27
8,000.0
7,200.0
6,473.2
Non-upholstered seats with wooden frames (excluding swivel seats)
Italy
153.2
83.7
90.8
Romania
46.4
53.6
56.8
Poland
31.4
32.0
28.6
TOTAL EU-27
458.5
393.7
358.8
Source: Informest processing from Eurostat (Prodcom) data
Chair Value Chain and Regional Green Companies
Sawmill and Wood Drying:
•
•
•
•
•
SEGHERIA STACCO S.R.L (1)
SACCAVINI
SEGHERIA FABBRO (1)
CROMA LEGNAMI S.R.L. (1)
BALKAN S.R.L.
Planing and Shaping:
•
•
•
•
•
QUATTROVENTI (1)
SEGHERIA STACCO S.R.L (2)
F.LLI CATTANEO DI CATTANEO MAURO & GIOVANNI (1)
SEGHERIA FABBRO (2)
CROMA LEGNAMI S.R.L. (2)
Smoothing:
•
•
F.LLI CATTANEO DI CATTANEO MAURO & GIOVANNI (2)
QUATTROVENTI (2)
Consumables and Others:
•
•
INTERIOR BELTRAMINI (1)
SEGHERIA FABBRO (3)
Chair, Table and
Upholstery Production:
•
•
•
•
•
•
•
•
•
•
•
•
DOMITALIA
TONON
MOROSO
RICCARDO RIVOLI DESIGN
INTERIOR BELTRAMINI (2)
VERY WOOD (BRAND OF IFA
SRL)
QUATTROVENTI (3)
TAFARUCI DESIGN
FAGGIANI
A.R.C.E.L. SNC
MATTIAZZI
SODALSE
Curvature:
•
•
•
ESSEPI
CONTORPRESS
ELITE CURVI
Project Calendar
Overview
Activity
Role of cluster agents
Strategic Analysis
1 st Public Meeting
Strategy Groups
Reference Trip
Deadline
interviews
31/10/2014
Participation, discussion and
feedback
02/10/2014
Organization of small consultation
groups with experts
30/11/2014
Study visit seeking for a success
story in a similar sector and/or a
potential partner/client
December
2014/January 2015
2nd Public Meeting
Participation, discussion and
feedback
January 2015
3rd Public Meeting
Participation, discussion and
feedback
March 2015
Future challenges
 Improvement of business performance (in terms of products but also
processes) on the innovation plans, skills, internationalization;
 Intervention on the structure of the sector, characterized by high
fragmentation in micro and small enterprises with a strong specialization in
production, which currently hinder or even prevent such improvements.
 Increase the strategic “culture of innovation” in the business of micro small - medium enterprises and their ability to view the dynamics of the
environment (economic, social, technological, institutional) on an
international scale in which they operate.
 Increase the scale of operations of the companies, through (in addition to
acquisition processes, to integration processes, strategic cooperation, etc.)
using factors of complementarity, synergy, economies of scale.
A few questions for the audience
What kind of challenges or problems are faced by the companies nowadays?
What kind of solutions/actions would you recommend in order to solve them?
What would you suggest to connect and make better cooperate Cluster
companies?
What are the new opportunities of the market and how would you challenge
them?
Thank you for the attention!
Mr. Saverio D’Eredità
Informest Project Manager
[email protected]

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