Development of clusters within the ITC sector. Astrakhan State University

Transcripción

1 Development of clusters within the ITC sector Astrakhan State University Albert Solé October 25th 2011

2 Agenda 1. The IT sector Vs IT-related clusters 2. Examples of IT-related clusters Cross-cuting IT initiatives vertical initatives by business Convergence of initiatives / new markets

3 The so-called IT Cluster We are talking about clusters that everyone wants Just like biotech/nanotechnologies, aeronautics or cleantech, to name a few Easy to structure and with good-looking external marketing (top-down) there s always an IT business fabric in any regions due to low barriers to entry and the fact there is always a market, irrespective of size Try to google it!

4 and now that we all have our IT cluster what do we do with it? How do we strategically develop it? How do we improve the competitive position of its companies? How do we work for higher profitability? IT clusters are somewhat dificult to work with precisely because: - Generic approach makes the value chain too wide - Cross-cutting initiatives Vs strategic, business-based - IT sector includes a lot of business with different market dynamics, and different degrees of maturity - Atomization and low critical mass per business segment - A few big players with a large amount of micro enterprises - Product or production vision, not so much demand oriented

5 KSF of cluster initiatives within IT sector 1 2 Define the cluster by business segments Strategic focus for competitiveness improvement 3 Cluster management in line with strategy In what business / strategic segments do sector companies compite? How do we upgrade the individual strategies of firms with joint actions focused on winning strategies? How do we adjust the agents of the environment to support this improvements? How do we engage companies to participate and organize (institutionalize) the cluster to pursue these strategies? (always bear in mind what we are creating the cluster for!!)

6 IT cluster TELECOM HARDWARE IT SERVICES & OUTSOURCING ISV PRODUCT ITO (Hosting, Storage, Mainten., Desktop Help Desk, ) SOFTWARE FACTORY (Offshore, Nearshore, Onshore) IT STAFF AUGMENT. (Onsite) SYSTEMS INTEGRATION TAILORED PROJECTS APPLICATION MANAGEMENT SOFTWARE DEVELOPMENT BPO (Business process outsourcing) SPECIALIZATION and INNOVATION catalyzers for software PRODUCTS and SERVICES Operative Systems (OS) Energy SECTORS health Food and drink Banking Middleware (Databases, Integration Software, device mgm) PYME Consumer Corporate CLIENT TECHNOLOGIES SOFTWARE APPLICATIONS Mobility Security Videogames elearning Business Intelligence Public administration

7 The ITC sector Traditionally the ITC sector has been trated in a transversal, all-encompassing way, but greater success can be achieved when segmenting by businesses and INFORMATION AND COMMUNICATION TECNOLOGIES (ITC) SECURITY HEALTH EDUCATION MOBILITY (...) applying actions aimed at resolving strategic challenges in each business segment separatedly (competitors, products, client typology, value chain, )

8 Our experience with IT-related clusters IT Cluster in Navarra Mobile business software Cluster in Spain Own-product software Cluster in Asturias Intelligent systems for Mobility support Cluster in Catalonia Digital content for Spanish Education Cluster in Castilla y León Assistive Technologies Cluster in Spain Software Factory Cluster in Castilla y León Security Information Cluster in Catalonia Multilinguism industries Cluster in Catalonia

9 The cluster initiative Main Phases and strategic questions to be answered 5-6 MONTHS CURRENT SITUATION, AND BUSINESS CHALLENGES STRATEGIC OPTIONS AND FUTURE VISION ACTION PLAN What is the cluster s value system? its environment? the degree of interaction between companies and institutions? What are the main markets? How do we compete in them? How do turnover and margins evolve? What is the impact of international trends? Competition? Markets? New entries? Substitute products? What exactly is the cluster s competitive position? What are the challenges that we MUST face? What are our strategic options? What are the KSF s for each option? - internally: Ideal value chain structure (company size, basic competences, ). - Environment: Ideal Diamond best practice clusters, how have they evolved? What are the possible strategic options for the cluster (future vision)? What actions will definitely stengthen our competitive position and therefore need to be pursued at individual, collaborative and environment level? How do we manage the actions? Who s going to be responsible for them? With what resources? Can we access existing programs? Can we tailor new ones to the companies needs? How do we measure success? How do we sustain the process? Year-to-year plans? Do we need an structure to facilitate the strategy-to-action flow? How do we communicate success to multiply effect on the remaining companies?

10 Type of initiatives KSF s Cross-cuting IT initiatives (in a given region) vertical initatives by business (region / nation) Convergence of initiatives / new markets (region / nation) Define the cluster by business segments Strategy focus for competitiveness improvement Cluster management in line with strategy Work with homogeneous groups, with specific challenges. Foster specialization (examples: Navarra / Asturias) Deep strategic reflection on business challenges Actions at firm-level and actions within the environment International positioning of the cluster (examples: Mobility / Security / Nearshore Value) Foresight in emerging markets Deep strategic reflection on business challenges Structure collaborations / tractor projects throughout the value chain (examples: intelligent transport systems)

11 Type of initiatives KSF s Cross-cuting IT initiatives (in a given region) vertical initatives by business (region / nation) Convergence of initiatives / new markets (region / nation) Define the cluster by business segments High atomization Polarization (multinationals vs local) Little critical mass in a given business Litlle specialization Driver tends to be the regional development of IT sector Strategy focus for competitiveness improvement Reflect on cross-cutting challenges to improve firm OPERATIONS Foster actions that allow for specialization, sometimes anchoring on local differentiating drivers, if any Deep strategic reflection on business challenges Actions at firm-level and actions within the environment International positioning of the cluster (examples: Mobility / Security / Nearshore Value) Cluster management in line with strategy Stablish cluster management based on company groups according to common challenges, and vertical groups supply-demand to promote specialization Foresight in emerging markets Deep strategic reflection on business challenges Structure collaborations / tractor projects throughout the value chain (examples: intelligent transport systems)

12 ITC CLUSTER in NAVARRA Type Firm turnover Telecom 16 55,0 M Integrador TIC 16 38,1M Hardware 29 28,0 M Electronics manuf ,3 M Audiovisual 16 20,8 M Des. aplicac. negocio 19 10,0 M Internet development 34 6,7 M IT Consulting 9 5,5 M Training 9 3,4 M Total Cluster ITC ,9 M Companies with over 1M or >10 employees: 83% dof the cluster s overall turnover Companies below 1M or <10 employees.: 75% of the companies in the cluster

13 Public Administration Gobierno de Navarra y Consejerías, Ministerio de ciencia y tecnologia,... Universities and executive training UPNA, U. De Navarra, Foro Europeo, ESIC,... Venture Capital (c/tic) Sodena, Start up, Clave Mayor, Corporación K, Genera, NGA Support Agents Agencia Navarra de Innovación, CEIN, ANEL, ICAN, Camara de comercio, ITyG Afgrícola y Ganadero, F. Urederra,... IT company Other subsectors C.Tecnologicos con àrea TIC CIMA, CEMITEC, AIN,CENER, CITEAN, IdAB, C_I+D_E.Telecom, UPNA Product Audiovisual producer Service IT integrator Telecomm. Audiovisual distributor Firms Des. de sistemas operativos, plataf. de desarrollo, lenguages,... a nivel internacional Microsoft, Sun, Oracle, Desarrollo de aplicaciones (ERP, CRM, BI, GC, BPM, OFFICE) nacional e internacional SAP, COGNOS, SALESFORCE,... Content developer national or international Audiovisual, Formación,... Internet development and graphic design Development of business aplications Electronics Manufacturer Hardware IT consulting IT training Software distributor Hardware distributor Public sector Tech centers University. people Fabric. de electr. i hard. HP, INTEL,... Hosting, Telecomun.,... Nacional o Internacional Software factory India, sur america, España,...

14 the business of software for firms (corporate) PRODUCT R & D PRODUCTION SERVICES Sales of hours for adjustments and/or service integration Linked to the D of R&D Adaptation and customization of a third-party product for an specific project Local Production capacity and by client OWN PRODUCT Sales of licences or packaged product Linked to the R of R&D Big investment in R&D Development of a new product, specialized and differentiated Gobal production capacity and by product DISTRIBUTION Direct sale to final customer Direct sales to final client FLAG SHIP CLIENTS Through service companies ( INTEGRATORS ) MARKETING AND SALES Range of services with third party differential products"- brand and specialists "Customized Projects" Local presence for commercialization, production portfolio of own products High investment on advertising and marketing of own product globally local commercial presence (subsidiary) SUPPORT Focus on final client Focus on distribution network

15 Description of companies with own product (in Navarra) R&D Production Distribution Sales Low investment in R & D in volume R & D projects related to customer Developments Structure of R & D teams notspecialized and little training Some specialization in global supply products widely supplied globally Small companies. Little capacity for production support The entrepreneur participates in production as well Little commercial structure High use of networking the entrepreneur is also who sells! Little investment in Marketing and brand recognition No-existing network of national distribution (integrators) Little commercial presence in other regions High % sales within region Selling labelled solutions Cluster is based on production of business applications for local SMEs

16 Description of IT service companies (in Navarra) Two company typologies local integrators Medium-sized enterprises. More than 20 employees and more than 5M. Implement and adapt third-party products (SAP, SAGE, Navision,...) in Navarra full service - infraestr.-softwareoutsourcing IT). Increasing % of sales of "body shopping" and facilities, not consulting. Sales mainly in Navarra with little commercial structure. Little investment in marketing and sales tailored projects Small businesses with fewer than 10 workers less than 1 M. They do customized projects using some technology base. They are usually projects in the areas of design, communication, presence or E- Business Internet Low production capacity Sales mainly in Navarra They have little commercial structure (entrepreneurship - networking)

17 Examples of purchase criteria of sophisticated demand Automotive suppliers Logistics Pharma Publishing University Type of supplier Especialistas con referencias y producto estándar. Especialidad en la topología de sistemas que implantan. Con estructura una estructura mín: + 30 empleados. Especialistas (los mejores de cada tipo de software) Compra a nivel global Para el proyecto principal : Especialistas y capacidad de respuesta Para mejoras: Body Shopping Con capacidad de respuesta Empresa con solvencia Purchase criteria 1.Producto Estándar 2.Capacidad de servicio 3.Capacidad de proponer innovaciones 1.Grado de implantación y referencias 2. Fiabilidad en el soporte 3. Periodos de implantación cortos. 1.Especialistas 2.Grado de implantación y referencias 3. Fiabilidad en el soporte Criterios: 1.Conocimiento del cliente 2.Repetitividad de los técnicos 3.capacidad de reacción 4.Precio Criterios: 1.Compra a nivel global (el mejor) 2.Reconocimiento de la solución y la empresa 3. Solvencia, solución testada 4.Servicio Standard product and specialized companies with certain support capacity (+/- 30p.)

18 Example of resulting initiative. Action #4: Promotion of vertical projects Grupo Producto propio / Servicios / Grandes contratos Tipo Conjunta Objetivo Desc. Resp. pp Aumentar la especialización de las empresas del clúster a través de la promoción de proyectos entre SECTORES VERTICALES y las empresas TIC y/o Centros tecnológicos Financiación parcial de proyectos TIC innovadores en los que colaboren más de 3 empresas alguna de las cuales debe ser de un sector industrial o de servicios con presencia en Navarra. ANAIN Tareas Descripción Responsable 1 Estructurar fondos existentes para la financiación de los proyectos Dep. de Industria 2 Fijación de los criterios para la definición y participación en el proyecto ANAIN / Dept. Industria 3 Estructuración de un canal de petición y un proceso de adjudicación Dep. de Industria 4 Difusión de la convocatoria (en los sectores verticales y entre las empresas TIC) CEIN / ATANA Calendario Octubre 2006: Reuniones entre Industria/ANAIN para estructuración de fondos y definición de los criterios de adjudicación de los proyectos. Noviembre 2006-Diciembre 2006 : Difusión de la convocatoria. Enero Convocatoria de proyectos Presupuesto Fuentes de financiación Plan estratégico sector TIC Fondos de cooperación Medida Fondo para proyectos de I+D+I Indicadores de ejecución Estimación del impacto en la competitividad del sector Numero de proy. Present. entre empresas TIC y empresas industriales y/o de servicios Mayor especialización de la oferta TIC de Navarra. Incremento del numero de empresas con producto propio

19 Description of IT sector in Asturias Two variables define the company typology within the sector: 1) Degree of productization or how your main product can be replicated without further adjustments 2) % of turnover coming from product Vs rest of turnover Specialized product Project / Solution Intregation / Service Companies with a specialized offer a high degree of productization, product focused on developing "ready-made, offthe-shelf". Companies with a low-skilled supply with a low degree or through productization, every sale is treated as a single project and customized. Project revenues come from customization and consulting. Maintain their "product / platform" as the basis of each individual project. Integrator: They can have its own product but most times sell services on third party products. The price is usually based on hours of service. Service: Pure services such as training, consulting, advertising

20 OWN PRODUCT PROJECT SERVICE > 5M Maq. Fútbol Gestión documental G. Meana Web Content Intranet Intermark Logística Taxis TV por cable Integrador Satec Telecable Integrador Diseño gráfico Reprografia y Hard Seresco Repromorés Consultoria Integrador Inteligencia analítica Sadim Dispal Integrador Neometrics Agenc. publicidad Bitácora Integrador Hardware Chip Bip Micro-6 Cartografía y obra civil Gestión documental Logística Felguera T.I. Istram Treelogic Web Content Intranet Isertia Integrador Adico Ingen. contenidos IBC Mass Integrador Lider IT > 1M Web Content Intranet Vorago Consultoria Futuver Software > 0,5M Riesgo laboral Gestión de recursos laborales Espiral ERP/ Atlantic Construcción Difinsa Contein XXI Logística Seguridad ERP Sispyme Nicer Sico Dana Soft. ERP PDA Intranets Multisoft ITC Sistemas Gobiernos Vitruvio Sentido Diseño web Software 8000 Diseño gráfico Común Ecosoft Gestión empres. Neosystems Diseño web Delta Diseño web Port. & Velasco Soluciones online Develomobile Servicios Gestión documenttal Enornet One Point Servicios Dicampus Servicios Consult & Form. Integrador Comercio Software a Diseño web medida ZP Inform. Digital CTC Disseño gráfico Integrador CETS Inform. Inadeco Formación Trisquelmedia Diseño gráfico CTI Start up Formación Periódico on-line Animación Servicios Consultoria Comercio Clorofila Integrador Privacy Data B2B Integral Digital Diseño web Hardware Queryng. Alojamiento web Hardware TIC Soluciones Consult & Form. DPS PK Trans Aboj Link ADM PuntoNET Consultoria Software a Consultoría Asesoría legal Ticmedia medida Tecnoges Hardware FairwayIS MV Cons. Legal Protect ITEA Sol. Satelnet. Servicios Internet Pricipado Hardware Contenidos audiovis

21 Administración pública: Gobierno de Asturias y Consejerías, Ministerio de ciencia y tecnología,... Universidades y Formación superior Uniovi, CEEI Entidades de Apoyo IDEPA, Camera de comercio de Oviedo, FICYT, Parque Científico y Tecnológico de Gijón y de Llanera Sociedades de capital riesgo (c/tic) FADE, Inver Asturias, Prince Venture Capital, Ayuntamiento de Gijón, ASBAN Tecnológicos con àrea TIC Fundación CTIC Des. de sistemas operativos, plataf. de desarrollo, lenguages,... a nivel internacional Microsoft, Sun, Oracle, Desarrollo de aplicaciones (ERP, CRM, BI, GC, BPM, OFFICE) nacional e internacional SAP, COGNOS, SALESFORCE,... ITC CLUSTER Producto especializado Multiproducto Web Content / Intranet Publicidad / diseño gráfico Servicio Hardware y Telecomunicaciones Integradores Distribuidor Audiovisual Distribuidor Software Distribuidor Hardware A.E.I. s u otros CLUSTERS de referencia: Químico, Madera / Mueble, Automoción, Energía, Agroalimentario, Otras empresas A.A.P.P. Centros Tecnológicos Universidades Productor de contenidos nacional o internacional Audiovisual, Formación,... Otros Personas Integradores Nacionales Fabric. de electr. i hard. HP, INTEL,... Hosting, Telecomun., Nacional o Internacional Software factory India, Sur América, España,..

22 Specialized product Multiproduct Web Content / Intranet Advertising/ Graphic design Integrator Hardware Services Other > 5M 5 > 1M 1 > 0,5M CETS Inform. SERVICIO

23 Conclusions Main strategic challenges for the cluster in Asturias Capacity for Innovation and Product Development Investment in the product, expertise and level of "productization" Structuring capabilities of the marketing channel Business resources and integration of the cluster Ability to access markets and customers Access to major markets and major projects Business strategy and market positioning Critical Mass, company size and access to resources Access to human resources in certain categories (project management, commercial,...) Access to external funding Alliances between complementary CLUSTER ICT as a support unit to develop projects Growing pressure from large national and int l groups in the regional market

24 Conclusions Main strategic challenges for the cluster in Asturias Capacity for Innovation and Product Development Investment in the product, expertise and level of "productization" Structuring capabilities of the marketing channel Business resources and integration of the cluster Ability to access markets and customers Access to major markets and major projects Business strategy and market positioning Critical Mass, company size and access to resources Access to human resources in certain categories (project management, commercial,...) Access to external funding Alliances between complementary VISION for the FUTURE: IT Cluster of software production based on services at national level - Higher product innovation - Critical mass. Increase structure,company size - Tackle national market (Vs regional) CLUSTER ICT as a support unit to develop projects Growing pressure from large national and international groups in the regional market

25 Cluster of Clusters Strategy Specialization is a key factor necessary for competitiveness and increased profitability of companies in the Cluster. Having the ability to better define market positioning and a greater strategic focus (competitors, differentiation, market size, profitability, barriers to entry, functions,...) Existence of a cluster policy at the regional level in order to strengthen the competitive position of different Business Groups (wood and furniture, food, Energy,...) can be an opportunity for AsturianICT companies for specialization

26 PRODUCT INNOVATION INTEGRATION MARKET Training Gestión de producto y ciclo de vida Gestión técnica y económica de proyectos Responsable de control y gestión Formación estratégica en empresas TIC Formación en competencias comerciales Projects and market development Arenas de Innovación en otros Clusters Proyectos con centros tecnológicos Promoción de proyectos verticales estructurantes entre núcleos de empresas Grupos de trabajo entre núcleos de empresas Eventos de generación de demanda verticales Acciones de posicionamiento e imagen del cluster Growth and business consolidation Acceso y posicionamiento en capital riesgo Mejora de la productivida d Programa de consolidación empresarial Integración de la cadena de valor Acceso a consultoria de negocio Programa de desarrollo del canal de distribución International vision Vigilancia tecnológica Observatorio de mercados exteriores (Prospectiva) Acciones de apoyo a la internacionalización

27 Type of initiatives KSF s Cross-cuting IT initiatives (in a given region) vertical initatives by business (region / nation) Convergence of initiatives / new markets (region / nation) Define the cluster by business segments Strategy focus for competitiveness improvement Cluster management in line with strategy Work with homogeneous groups, with specific challenges. Foster specialization (examples: Navarra / Asturias) Polarization (multinational Future strategic vs. local) options tailored to local Critical mass of realities (more) companies competing in Define actions the business to achieve the realization A comprehensive value of the critical success chain in the presence of factors of the business key players and improving the Driver is to improve the environment in line with the business strategy vision of the cluster Working groups structure lines of action related to the achievement of critical success factors and improvement of the environment Joint actions for the cluster s int l positioning Foresight in emerging markets Deep strategic reflection on business challenges Structure collaborations / tractor projects throughout the value chain (examples: intelligent transport systems)

28 Business definition: the strategic segment ICT Clúster Mobility cluster COMPANY CONSUMER Dispositivos Comunicaciones Software I.S.V. Movilidad/Adop. S.O. Gestión de dispositivos Middleware Business aplications Integración de sistemas Software factory/outsourcing Cluster of manufacturers of mobile software for businesses

29 MOBILITY CLUSTER

30 Agents map for the Mobility cluster in Spain Administración Pública Junta de Castilla y León, Consejería de economía, Dirección general de industria. Asociaciones AETICAL, CONETIC Financ./Capital riesgo ADE Financiación Entidades de apoyo Agencia de inversiones y Servicios Fundación ADEUROPA Centros Tecnológicos CEDETEL, CIDAUT Universidades (Escuelas de Ingenieria informática y telecom.) U. de Valladolid, U. de León, U. de Salamanca, U. Ávila, U. Miguel de Cervantes, U. Pontificia de Salamanca, U. SEK. Incubadoras CEI, Soc.Parques Tecnológicos de CyL Unidades Innovación Centro de Innovación en Movilidad Oficinas de transf.a tecnológ. Movilidad Empresas de Desarrollo de Aplicaciones empresariales especialistas en movilidad Empresas de Desarrollo de Aplicaciones empresariales no especialistas en movilidad Empresas de Servicios: Consultorias IT, Integración de Sistemas y fabricas de software Empresas de Generación de Contenidos I+D Producción Comercialización Operadora Telefónica, Vodafone, Orange, AWA, Empresas de Hardware (Dispositivos Móviles) Market Organizacio nes/ Empresas Usuarios Finales Plataformas (sist. Operativos, plataformas de desarrollo) Microsoft, NOKIA, Blackberry, J2ME

31 Plataformas International position of the cluster Traditional players in software for businesses I.S.V Aplicaciones Backoffice/Front office (SFA, FFA, ERP, SCM) Aplicaciones generales ( , PIM, ) New mobility players Integradores (servicios) REGIONAL Players in other businesses that integrate mobility NATIONAL MULTINATIONAL GLOBAL

32 24/10/2011 Plan de Acción de la Agrupación de Empresas Innovadoras en Movilidad # 32

33 OUTSOURCING INDUSTRY BUSINESS (BPO) (CRM, HR, FINANCE, KNOWLEDGE, SUPPLY CHAIN, ) APPLICATIONS INFRASTRUCTURE (STORAGE, SECURITY, NETWORK, MAINTENANCE, DESKTOP, ) IT services for development and integration of software applications OFFSHORE MIXED (NEARSHORE, GDM, ) ONSHORE/ONSITE

34 Advanced software companies in Spain Castilla y León has a rich ecosystem, with agents throughout the whole value chain Mapa: Entrevistas empresas, estudio INTECO, Prensa , AEC,

35 Opportunities in the international market El mercado global ha crecido a grandes ritmos pero está todavía por desarrollar hasta el momento la India ha captado la mayor parte de este mercado pero el mercado de outsourcing está cambiando sus necesidades España tiene una oportunidad de posicionamiento de valor clara

36 Spain: country international positioning Nearshore Coste Europeo Nearshore Valor Europeo Onshore Valor Europeo

37 Europe FACTORY KNOWLEDGE CENTER Global Capacidad productiva (miles de horas) Expertise Tecnológico (no vertical, no cliente) Coste/hora Calidad CMMI 5 Formar parte de una red global de GSM Acceso a habilidades a nivel global Soporte a necesidades del cliente en diferentes geografías y zonas horarias Entrega escalable y flexible Variabilidad en opciones de precio (coste/valor) Tener una red global de producción nearshore Ventaja de tener un mercado grande cercano Multilocal Flexibilidad productiva Flexibilidad y conocimiento vertical del mercado Tener una red global de producción Local Flexibilidad y conocimiento del cliente local onsite COST (Producción, test) 24/10/2011 Proyecto de desarrollo estratégico de la AEI de Software Avanzado # 37 VALUE (Concepto, Business Model, Conocimiento vertical, Analisis Técnico, )

38 Strategic challenges for the cluster onshore Cluster, not really specialized, focusing on national market (regionalized) with international links building up in latinamerica. Lack of a Global Service Delivery strategy COST nearshore Cluster specialized in verticals with focus on sophisticated market with international links with Latinamerica, África for a combined strategy cost / value, packaging & selling diferential expertise in the national market VALUE

39 Security software cluster in Catalonia AAPP Departamento de Gobernación y Administraciones Públicas, Departamento de Innovación, Universidades y Empresa, Departamento de Economia y Finanzas, Secretaría de Telecomunicaciones y Sociedad de la Información, ACC1Ó Agencias i estándares Agencia Catalana de Protección de datos, Agencia Catalana de Certificación (Catcert), Oficina de seguridad de la información de CTTI Capital riesgo Nauta Capital, Riva- García, UPC Innova, Orange (FIT), Indra,... Entidades de soporte Cambra de Comerç de Barcelona, 22@, LOCALRED, FOBSIC Associacions i col. prof. ASEITEC, Asociacions locals, CATPL, FAETICC, COEIC, CONETIC, AETIC Entidades UE/SP ENISA, EFORS, NESSI,... INTECO, Red.es, e-sec, CNI, CCN, ENS, CSAE... Prorgramas de Investigación 7PM, Safer Internet, Plan Avanza (e- Confianza), PNR Catalunya Proveedores de conocimiento (Grupos e Institutos de investigación) CRISES-URV, KISON-UOC, ISG- UPC IIA-CSIC, Universidades URV, UPC, UAB, UOC,... ICT Infraestructura s CESCA Transf. Tech OTRI Spinoffs: Static,.. Centros Tecnológicos BDIGITAL, I2CAT, CTTC, CVC, CD6, ICFO, CESICAT Viveros de empresas Barcelona Activa, Nexus Parques Tecnológicos La Salle, Parc Tecnològic del Nord, Tecnocampus, Open source y metodologías MAGERIT, OCTAVE, OSSIM,... + Producto propio Canal de distribución SAAS Producto Propio Oficinas Internacionales ALADDIN, BITDEFENDER, CA, Fabricación SPAMINA, KINAMIK, SCYTL, SAFELAYER, PASSWORDBANK, STAITEC, SERENAMAIL Gestión de la seguridad Mayorista s de valor Grandes cuentas PIME Consumo Fabric. de C3PO, Hardware IDONEUM Seg. Embebida versiones OEM Servicio s SOC Servicios Integradores generalistas Multinacionales, Gran generalistas T-SYSTEMS, ATOS, INDRA,... VAR especialistas DAVINCI, MEMICSYS, CYBEX, ezone, TBSECURITY,... Proyectos / Servicios Seguridad INTERNET SECURITY AUDITORS, BLUELIV, GEMATIC,... VAR no especialistas Infraestructuras, Comunicaciones, Software empresarial - Cliente final Operadores telecom. (Seg. Gestion.) Retail Mediamarkt, PCCity, Tienda de Informàtica... GRANDES CLIENTES Corporativo AAPP PYMEs AAPP Local Micropymes Doméstico Des. de sistemas operativos, plataforma desarrollo, lenguajes, a nivel internacional.: Microsoft, Sun, Oracle, Google,... Empresas ISV de seguridad: MCAFEE, CHECKPOINT, IRONPORT, FORTINET, JUNIPER, RSA,...

40 Type of initiatives KSF s Define the cluster by business segments Strategy focus for competitiveness improvement Cluster management in line with strategy Cross-cuting IT initiatives (in a given region) vertical initatives by business (region / nation) Convergence of initiatives / new markets (region / nation) presence of different agents that compete in complementary businesses emergence of high growth markets International market foresight networking among different businesses Define specific projects from the demand to structure an ideal value chain Identify local tractor projects Stablish consortia for the development of services and products in emerging markets of choice Working groups supply/demand

41 230 MEUR The 6M business in Catalunya combining mobility, GPS... # companies Turnover 000 CAGR FACT (*) MOBILITAT ,23% LBS ,07% LBS+MOBIL ,80% MOBILITZACIÓ DE PROC SISTEMES INFO. GEOGRÀFICS ,08% PRODUCTORS-COMERC ,38% PROV. TECNO. DE REFERÈNCIA ,56% INTEGRADORS ,43% MOBILE MARKETING ,13% OBSERVACIÓ DE LA TERRA TOTAL ,33%

42 Almost 100 firms with an average growth of 10%