clus 3 project presentation manzano, 2/10/2014. clus 3 objectives to develop project partners’...
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CLUS 3Project PresentationManzano, 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 CLUS3CLUS3 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
• 12 people trained and certified as cluster instructors
• 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
• Better understanding of economic landscape and cluster performance
• Improved knowledge of cluster managers on cluster management excellence
• 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. strategic analysis of the Furniture industry
2. identification of strategic segments 3. drafting a strategy 4. 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
Sold production of Top 5 Chairs/Seats commodities in EU-28 (in € Mln.)
Source: Informest processing from Eurostat (Prodcom) data
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.
The Chair/Seats segment
(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
Sold production of chairs/seats (Top 3 countries and EU 27 - Ranking on the 2013 data)
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 CalendarOverview
Activity Role of cluster agents Deadline
Strategic Analysis interviews 31/10/2014
1 st Public Meeting Participation, discussion and feedback
02/10/2014
Strategy Groups Organization of small consultation groups with experts
30/11/2014
Reference Trip 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.
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?
A few questions for the audience
