5 Sector Strategies
description
Transcript of 5 Sector Strategies
SME Networking Project
Common Competition Fields for Clusters 5 Sector Strategies → Samsun Medical Equipment Sector
Strategy
October 18, 2012 – Ankara
5 Sector Strategies
Literature
Research
Shareholder
Interviews
Strategy Worksho
p
Company
Surveys
Analysis and
Action Plan
Sector Strategy Report
• Economic Analysis Reports
• Common Competition Fields Report
• Support/product/services of shareholders
for sector companies
• SWOT• Sector
Vision• Goals
• Company Profiles
• Current Status Performance
of Sector• Target Markets
• Sector Cooperation
Level Analysis
• Draft SWOT• Global Market
Data
• Value Chain Analysis
• Supply Chain Analysis
• 5 Forces Analysis
• Ansoff Matrix• GE Matrix
• Sector Need
Analysis
Sector Strategy Development Process
Input from Other Studies Conducted in Scope of the Project
Interim Outputs • Pilot Action
• Study Visit•
Performance
Indicators
Working Group
Methodology
OwnershipMeeting
Samsun Medical Equipment Sector Strategy
2011 Total Sector Revenue: TRL 53.125.850
Current Status
2011 yılı itibariyle SSES’de toplam 824[1] kişi istihdam edilmektedir. Alan çalışması sonuçları çerçevesinde çalışanların %6,5’inin 4 yıllık üniversite mezunu ve %2,9’un mühendistir. Ayrıca çalıianların yanızca %3’ü yabancı dil bilmektedir
A total of 824 individuals are employed in SME’s as of 2011. In scope of results of field work, 6,5% of the employees are university graduates of 4 year degrees, and 2,9% are engineers.
Additionally, only 3% of the employed knows a foreign language.
Current Status
Qualified Human Resources
Innovation & R&D Performance
Export Infrastructure and Performance
Strategic Management Skills
Trademark Strenght
Corporate Structure
General Average 2,3 1,8 2,4 2,6 2,1 2,2Company 1 3 1 3 3 2 2
Company 2 1 1 2 2 1 1
Company 3 1 1 2 1 1 1
Company 4 1 2 2 1 1 1
Company 5 3 3 2 3 2 2
Company 6 3 1 2 3 2 3
Company 7 1 1 1 1 1 1
Company 8 4 1 2 4 2 3
Company 9 3 3 4 4 5 4
Company 10 3 4 4 4 4 4
Current Status
Current Status
Methodology
Iran Azerbaijan Uzbekistan India
Georgia Yemen Poland Indonesia
Algeria France Japan Egypt
Tunisia Vietnam Mexico Libya
USA Morocco China Iraq
Russia Syria Kazakhstan Italy
Germany South Korea Thailand Republic of S. Africa
Potential Markets
Potential Markets
Middle East North Africa Asia Europe
Iran (2.80)Iraq (3.10)
Algeria (3.40)Morocco (1.60)
Egypt (1.90)Benin
Azerbaijan (3.50)Russia (2.80)
Kazakhstan (2.10)
MalesiaIndoneisa
Germany (3:00)
Target Markets
Samsun Medical Equipments Sector
VisionTransforming companies to those that adopt and use cooperation as an effective tool for becoming
brands in the global market with innovative products that meet international quality
standards.
VisionTransforming companies to those that adopt and use cooperation as an effective tool for becoming brands in the global market
with innovative products that meet international quality standards.
Development Axes
Development Axis 1.Cluster Management
Development Axis 2.Competitiveness
Development Axis 3.Innovation
Development Axis 4.Internationalization/Interregionalization
Strategic GoalsStrategic Goal 1. Becoming a cluster that adopts a participating, transparent and cooperative approach, that possesses effective representation and strategy creation skills, that is managed by a professional team and that follows its own development.
Strategic Goal 2.Utilizing competition as an effective tool to provide continuous efficiency increase.
Strategic Goal 3.Transforming companies to those that continuously learn, that quickly put into practice and that institutionalize by utilizing advantages of the cluster for access to information.
Strategic Goal 4.Transforming companies to those that have the capacity to innovate in quality and quantities required by the global market. Strategic Goal 5.Establishing necessary networks in order for users, customers, suppliers and universities to actively contribute to the R&D processes of companies. Strategic Goal 6.Creating opportunities for innovative entrepreneurs to emerge.
Strategic Goal 7.Branding Samsun and companies on national and international markets. Strategic Goal 8.Entering new international markets identified by common sense and become lasting assets in these markets.
ActivitiesYear 1 (2012)
Year 2 (2013) Year 3 (2014)
Month Month Month Cost ($)
91
0
1
1
1
21 2 3 4 5 6 7 8 9
1
0
1
1
1
21 2 3 4 5 6 7 8
Cluster Website 20.000Common Promotion and Marketing Kits 30.000Foreign Trade Training Programme 10.000
Professional Manager and Strategic Management Training Programme 20.000
Other Trainings (Cost Calculation, Project Preparation etc.) 10.000
Analysis and Concept Development (Consultancy) for Collective Mark
and Guarantee Trademark 45.000
Medica 2012 80.000Medica 2013 80.000Arab Health 2014 85.000Cluster Visit (Austria, Czech Republic) 40.000Procurement Committee (Azerbaijan, Kazakhstan) 30.000Procurement Committee (Malesia, Indonesia) 30.000Procurement Committee (Algeria, Morocco, Egypt,, Benin) 45.000Procurement Committee (EU Countries) 65.000Procurement Committee (Iran, Iraq) 30.000Procurement Committee (Surgeons) 40.000Employemnt (Personnel 1) 70.000
Predicted Total 730.000
UR-GE
Advantages Disadvantages1. Cost of individual attendance is EUR 26,000, where cost for per company for
joint attendance is EUR 4,833 (EUR 1,208 with URGE contribution)2. While only 2 companies were able to participate in previous years, 10
companies may attend with joint stands. 3. Since Medica Expo is the most important expo on the global scale, years of
waiting in queue is required. 40 m2 space in good shape for joint attendance is provided with initiatives of Samsun Chamber of Commerce and Industry.
4. Meetings and visits are arranged by cluster management with relevant authorities and institutions for the companies to get to know the German market better. (Advantage against Disadvantage 1)
5. Since procedures such as expo attendance, transportation, residence, organization and logistics will be handled by the cluster management, companies are no longer required to waste time for these procedures.
6. Visitors are presented with the opportunity to meet with many companies offering different solutions under one stand.
7. Companies will be able to use the corporate identity of Samsun CoCI and cluster.
8. Since there will be directions provided to the visitors by the cluster management, reuslt oriented meeting will be able to be held with visitors that are interested for their fields of activity (Advantage against Disadvantage 1).
9. Via 3D interactive monitors, a more professional approach will be enabled during meetings for promotion of products and companies. (Advantage against Disadvantage 2)
1. While it is possible to meet approximately 200 visitors in individual attendance, joint attendance provides meetings with approximately 100 visitors.
2. While companies will be able to display more products with individual attendance, joint attendance allows for display of lesser number of products.
Monitoring and Evaluation
In order for the pilot project applied in Samsun Medical Equipment Sector to achieve 25% increase in efficiency, a value of 0,174 must be met at the closing of the project .
Monitoring and Evaluation
• Team = Local Expert + External Expert• Current Status Analysis Based on Company Data• Individual is followed by Joint• Conformity with Individual Business Plans of
Companies• Identification of Opportunities, Prioritization and
Applicable Business Plan• Coordination with Leader Companies and
Regional Players