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Guidelines for the internationalization potential of Business Networks Marcella Contini , CNA Emilia Romagna

Guidelines for the internationalization potential of Business Networks Marcella Contini , CNA Emilia Romagna. The creation process of business networks: the Go On methodology. The Go On methodology.

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Guidelines for the internationalization potential of Business Networks Marcella Contini , CNA Emilia Romagna

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  1. Guidelines for the internationalizationpotential of Business Networks Marcella Contini, CNA Emilia Romagna

  2. The creation process of business networks: the Go On methodology The Go On methodology • Go On is the methodology created (in the framework of the regional initiative “Distretti 2”, managed by Emilia Romagna Region and Aster in collaboration with the Innovation Centers, such as CNA Innovazione) by CNA Emilia Romagna as a tool to support business networks in their establishment and development process towards the attainment of common goals, in a highly dynamic environment. • STAKEHOLDER • Companies • University • Research Centers • Economic and financial actors • Intermediaries • Go ON is at the core of a cognitive process generating organizational outputs  business model. • The methodology is provided to CITEK parnteship, with a specific integration on internationalization.

  3. DefinitionofClusters Clusters are defined as “geographic concentrations of inter-connected companies, specialised suppliers, service providers, economic actors, firms in related industries and associated institutions (f.e. universities, standards agencies and trade associations) in particular fields that compete but also co-operate”. European Cluster Observatory

  4. The network lifecycle - tools The Go On methodology Manager who carries out the network program Network Program Manager Go ON is a methodology integrated in the process of setting up the network Go ON • The principle is to guide (hence the “Go ON” methodology) the business aggregations with, through and towards a selected Network aimed at developing research and/or market

  5. Phase 1 - Goals Goals Orienteering Network Objectives Scouting of potential innovative research projects within the cluster Scouting of potential Stakeholders beneficial for the implementation of the reference projects Scouting systems/contexts/platforms for project development Participants Responsibility CertifiedFacilitators (CNA experts/intermediaires) Companies of the cluster, companies working in other sectors, Region, Banks, University and research centers, Chamber of Commerce, Aster, technical – scientific service Companies

  6. Phase 1 - Goals Goals Orienteering Network • Benchmarking tools (“More” for Distretti 2 on Innovation; “EASY” for Export Gate) • Routine of good facilitation (Guidelines for facilitation of the knowledge/competences/need sharing) • Event format (Research Cocktails, Focus Groups, Workshops …) • Videos (C-plus, AlumNetwork, …) • Case Histories (Dico) The tools of the support KIT

  7. The BenchmarkingPath 1° Visit 2° Measurement 3° Comparison 4° Improvement “If others like me can do it why I can’t? Why I can’t do better?”

  8. AT THE SINGLE COMPANY’S LEVEL:INNOVATION PERSPECTIVES

  9. THE ANALYSIS OF CLUSTERS’ AND NETWORKS’ PERFORMANCE

  10. Networkingevents

  11. Matchmakingbetween Public Research and Enterprises: The Research Cocktails

  12. Phase 2 - Orienteering Goals Orienteering Network Objectives Creation of a working group for the selected projects Evaluation of the Stakeholders and of their potential contribution to the network Consolidating and sharing the Business Idea Participants Responsibility CNA Facilitators Managerial Tutor InvolvedStakeholders

  13. Phase 2 - Orienteering Goals Orienteering Network The tools of the support KIT • Benchmarking (“Lens” about the economic and financial aspects on Export Gate; “Frame” about business processes on Distretti 2) • Economic and financial feasibility of the Business Idea • Project Management operative manual • Event format (Speed Date, Focus Group, Gopp, Easw) • Exchange of good practices and business visits • Video (Fashion Contract 2, InnovaNet) • Case History

  14. Exchange and transfer of goodpractices: the methodology Interested enterprises can be involved in exchange 1 day for visit and comparison with an excellent enterprise ½ re-entry day to verify, with a specialized advisor, the possibility of applying the practices observed into action in one’s own reality

  15. Exchanges in Italy… example of a network of agrifoodsector companies

  16. Exchangesvisits: examples

  17. Phase 3 - Network Goals Orienteering Network Objectives Selection of the stakeholders participating in the network Definition of the network operation (Business Model) Definition of the network program and conclusion of the network contract Participants Responsibility CNA Facilitators Network Manager Participants in the network

  18. Phase 3 - Network Goals Orienteering Network The tools of the support KIT • Benchmarking (“Passport” about the analysis of the internationalization potential on Export Gate; “Networking” on Distretti 2) • Guide for the network contracts/agreements drafting • Profile of the network manager’s skills / Register of the CNA Network Managers • Training and updating course for Network Managers • Videos and Case Histories

  19. Internationalization potential development (WIDE MED Project “heritage”) • Market orientation of businesses («Passport» benchmarkingtool): • internalmarkets; • internationalization (target Countriesidentification; target specificsectors). • Technical assistance on import/export (selection of the supportingstakeholders). • International partnersidentification(selection of the supportingstakeholders). • Support on internationalagreementsdrafting. • Definition of the Internationalization Plan for the Business Network (Business Plan, GANTT, Strategic Plan). • Definition of the network manager and of the export manager.

  20. The Network Management Professional Tasks • Identifying and integratingnetwork members. • Fostering exchange between network members (networking, socializing, trust building). • Strategydevelopment for the network and innovation stimulating in the network. • Organizing events (e.g. seminars, conferences, study trips, info exchange, trade fairs). • Networking with stakeholders, lobbying. • Initiation, development and supervision of B2B co-operation projects. • Creating awareness of promoting cluster/network policy. • Support to co-operating projects between companies and R&D facilities. • Organizing/securing financing and funding. • Carrying out Public Relation and marketingactivities. • Development and implementation of internationalizationprogram of the network. • Initiation, development and supervision of international co-operation projects. (the ideal profile of the network manager competences was created through several international projects development, such as the MED project WIDE, and the Central Europe projects ACCESS, I 3SME, C PLUS, …)

  21. Grazie per la vostra attenzione!Merci pour votreattention!Thanksfor yourattention!Marcella Contini contini@cnaemiliaromagna.itwww.cnaemiliaromagna.it

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