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London, 5th April 2011

London, 5th April 2011. CADIC Cluster Facilitation Meeting. Offline services: Cluster communication plan. Building a vision for the cluster. Cluster Communication Plan. SIDASA Cluster: Cluster creation process (Milestones). 2010. 2011. 2009. Pre-launching. Sept. Oct. Nov. Dec. Jan.

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London, 5th April 2011

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  1. London, 5th April 2011 CADIC Cluster Facilitation Meeting Offline services: Cluster communication plan

  2. Building a vision for the cluster Cluster Communication Plan

  3. SIDASA Cluster: Cluster creation process (Milestones) 2010 2011 2009 Pre-launching Sept. Oct. Nov. Dec. Jan. Feb. Mar. Apr. 20090508 05 06 20 12 29 18 11 08 16 25 01 SIDASA Selection partners (Initiation) SIDASA Interview Guideline (SIDASA) SIDASA+STEM+ Thomas Krupp Guideline (SIDASA) InCaS Workshop Cluster vision/values (CECOT) Catalyst + Core cluster members IC Quick Check SIDASA EBU+Chem.+ Thomas Krupp (SIDASA) Sidasa+Stem+Satel.AH Central Meeting (Foment) Actual Cluster kick-off Central Meeting (CITILAB) IC Quick Check Covit + AFAPIC (+SIDASA EBU) (Covit) SIDASA Huddle content Satellite AH+CC+CFs (rather systematic contacts throughout) AH Platform development CF+Satellite (Strong interaction) Satellites Central Meeting Preparatory meeting Citilab+CF team (CITILAB) Meeting Satelite AH+CC+CF (AH) Guideline review & OK InCaS Workshop Preparatory meeting Update Next steps (SIDASA +CF team) Huddle BATs Energy save CC+CFs SIDASA catalyst +CC+CFs (rather systematic contacts throughout)

  4. SIDASA Cluster: Cluster creation process (Milestones) Step 1. Cluster Topic Questionnaire Values game Step 2. Workshop on Cluster Vision Cluster Vision InCaS M2 Cluster + Common values (governance /coopetition/ branding) values values values (Topics ) values Company’s benefit of clustering contribution Step 3. IC Quick Check Consistency IC x topics/goals goals goals goals goals Company A B C D Companies

  5. M2. Vision • Major benefit (InCaS) • To give the SME a framework against which to assess its innovation paths and long term performance. Major benefit (CADIC) To give the cluster a sense of community. (identity) Definewhat type of organisation you would like to become in the near future. The definition of vision the firm adopts will frame all the decisions it will make. Freethe organisation from the constraints of the short term, which is incompatible with the aims of developing and competing through better IC management. Reinvigorateits core values and core purpose to be better prepared to define the vision. Impel the organisation into the future. The process of building a vision is in itself an act of innovation. It gives the SME focus and perspective. Definewhat type of cluster you would like to become in the near future. Freethe organisation from the constraints of past  cultural shift. (collaboration) Build oncompany’s core values to find a common purpose for the cluster. Impel the cluster into the future.

  6. SIDASA Cluster: Our Vision/ Our values DRAFT VERSION

  7. Building a vision for the cluster Cluster Communication Plan

  8. Cluster Communication Plan FOREWORD No cluster can exist without (effective) communication: the transference and the understanding of meaning among its members and with the rest of stakeholders. An idea, no matter how great, is useless until it is known and understood by others. Similarly, your cluster must be doing amazing work yet if it fails to communicate with stakeholders it will probably not be in business for long. To be clear about WHAT to communicate (the message), TO WHOM (the target audience) and HOW (through which channels) is an essential part of the cluster’s healthy and organic growth and development. These are indeed the main issues of a cluster communication plan (CCP). The CCP is a live document!

  9. The CCP and CADIC Mangement Framework Fig. 1 – The CADIC Cluster Management Framework Where does the CCP fit within the CADIC-CMF? The CMF, according to CADIC, is the bundle of activities and the necessary resources that are organically deployed by the cluster and the respective SME members with the objective to take the cluster to fruition. As regarding the CMF, the CCP is one of CADIC management tools aimed at supporting such developmental process. Hence, it cross-cuts the cluster’s life cycle and is regularly adapted and updated to respond to its evolving demands – and those of the cluster members – as well as to the eventual shifts of needs, behaviours or perceptions of its target audiences. As shown in the figure on the left, a strategically anchored, well supported and resilient CCP will contribute a deal to the strategic effectiveness and collaborative efficiency of your cluster.

  10. CCP Guideline: Introduction Who this guideline is for? The target audience for this guideline are the CMs of the SME catalyst and other cluster partners as well as other people involved in the cluster’s out-reach, marketing or development. What is the Cluster Communications Plan (CCP)? The CCP is the document that deploys the communications strategy of the cluster. It makes explicit what its purpose or objectives are as well as how they fit into the global strategy of the cluster; the target audiences and what is expected from them; and the messages and vehicles to reach them. Evaluation, process and ad hoc, is also an important part of it. The CCP is a bridging point between the cluster and its stakeholders. It is the instrument that binds the cluster together and gives it a sense of community. It channels the strategy and the culture of the cluster, and contributes to reinforce both. The CCP encodes the way the cluster, and the companies within it, communicate among them and with clients, suppliers, research and financial institutions, etc.

  11. CCP Guideline: Introduction Why should the cluster go in for a CCP? What is its value-added? In a networked context as today’s relationships is an essential aspect of every company’s success. The CCP helps the cluster know its audience and master its relationships in a professional and systematic way and with the highest impact and benefit to the cluster partners. As the CCP proves effective and the cluster develops, the IC of the cluster will also increase. The roads to achieve this are many and diverse. The most evident one is through the expansion of the relational capital of the cluster. But, possibly more important, is the leveraging potential it has through the enhancement of other human and structural IC factors such as motivation, professional competence, cooperation and knowledge sharing and IT and explicit knowledge. Since the CCP also enhances communication within the SME cluster members, it might have too a rewarding effect on the employees who directly or indirectly see themselves involved in the CCP process.

  12. CCP Guideline: Introduction How can the CCP help improve the communications of the cluster? Structured communication increases the chances that you will reach the right audience and do so effectively, with the greatest return to the cluster and your company. Improving communication flows and effectiveness is a dedicated task. Emails, twitters and similar others do not ensure effective communication. Misunderstandings can easily result and best practices are not necessarily shared. The result is poor effectiveness and less efficiency in the long term. What are the steps to an effective CCP?

  13. CCP Guideline: Introduction What is this guideline about? This guideline is intended to improve the cluster’s communications skills and value creation potential. Typical elements of a communications plan include: Strategic direction: defining the goals and objectives of the cluster and of the communication plan, and matching the latter with those of the cluster; defining the cluster characteristics, business environment, and target audiences. Content: clear messages tailored specifically to your target audiences Channels: effective delivery vehicles for your messages, such as personal presentations, email newsletter, forums, meetings, blogging, web, etc. Activities: types of communications such as advertising, promotions, networking events, power point presentations. Timing: suggested frequency of activities. Budget: an estimation of the necessary resources. Evaluation: qualitative and quantitative measures to assess the effectiveness of the plan and corrective actions. Accountability: persons responsible for the communication actions.

  14. CCP Guideline: Introduction Table 2 – Audiences Profile

  15. CCP Guideline: Introduction Table 3 – Audience-Message Framework (make multiple copies for each identified objective)

  16. Thank you for your attention!

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