TCI 2014 The Cluster’s competitiveness perceived by Stakeholders

The Cluster’s competitiveness perceived by Stakeholders Enrique Díaz Moreno

Parallel 1.1 Common problems, common markets and shared value creation

11 November 2014

The Cluster’s competitiveness perceived by Stakeholders.

Indexfokus: The methodology for evaluation of the perceived competitiveness.

Enrique Díaz Moreno Businessfokus

What is the competitiveness

level of my cluster ?

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?

Definitions of competitiveness

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Competitiveness: A diffuse concept

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Competitiveness: A concept in evolution:

Initially the concept of business competitiveness is related to “productivity” particularly derivative from the principles of Porter (1990) who states that "competitiveness is determined by productivity, defined as the value of output produced by a unit of labor or capital”.

Later the concept was expanded involving elements that go beyond the company productive. Concepts such as “quality” and “innovation” have taken on greater importance when speaking of a competitive firm.

Currently the notion of “sustainability” has been incorporated into the concept of competitiveness.

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Competitiveness: A concept difficult to measure.

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Competitiveness: A concept difficult to measure.

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Clusters Competitiveness

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• Many definitions • Many indices• Many industries• Many actors• Many interests• Always in a hurry

The Second item of the Every Encounter Equation

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Idea !!!

Indexfokus: A way to evaluate the cluster’ competitiveness

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Components of the Indexfokus formula:

Perceptions: Instinct

Experience

Knowledge accumulated

Best reaction when there is not enough information.

Networking and Social Media:Social phenomenon that reaches professionals and companies.

Huge Potential supported by increasingly affordable Technologies.

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Stakeholders:Interest Groups.

“We are interested to them”.

“They are interested in us”.

The relationship should be win to win

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Stakeholders STAKEHOLDER THEORY: THE STATE OF THE ART.

This paper draws heavily on Freeman, Harrison, Wicks, Parmar, and DeColle, Stakeholder Theory: The State of the Art, Cambridge, U.K.: Cambridge University Press, 2010. The “stakeholder theory” or “stakeholder thinking” has emerged as a new narrative to understand and remedy three interconnected

business problems— the problem of understanding how value is created and traded, the problem of connecting ethics and capitalism, and the problem of helping managers think about management such that the first two problems are addressed

MANAGING FOR STAKEHOLDERS, STAKEHOLDER UTILITY FUNCTIONS, AND COMPETITIVE ADVANTAGE.

JEFFREY S. HARRISON,* DOUGLAS A. BOSSE, and ROBERT A. PHILLIPS Robins School of Business, University of Richmond, Richmond, Virginia, U.S.A. Stakeholder theory argues that firm welfare is optimized by meeting the needs of the firm’s important stakeholders in a win-win fashion

(Harrison and St. John, 1996; Walsh, 2005). This instrumental view of stakeholder theory suggests that firms that attend to the interests of a broad group of stakeholders enjoy higher

levels of performance than firms that focus primarily on one or a few stakeholders (Donaldson and Preston, 1995; Jones, 1995).

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Stakeholders perception

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Mc Kinsey Quaterly. February 2013

Los medios sociales están cambiando el modo en el que muchas empresas construyen la notoriedad de sus marcas, gestionan su reputación corporativa, atienden las quejas y reclamaciones de sus clientes o incluso se comunican con sus inversores. De un paradigma de interrupción, en el que el anunciante tenía el timón, estamos pasando a un paradigma de conversación, en el que el cliente toma la iniciativa.

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IESE marzo 2013

Networking and social media

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HBR Blog Network 2012

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Conceptual Model of Indexfokus Top level of competitiveness

Factors of Competitiveness

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petit

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Importance

Posi

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17Conceptual Model of Indexfokus

Top level of competitiveness

Factors of Competitiveness

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petit

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Gaps of thecompetitiveness

The 12 Competitiveness Factors

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1. Administration and Management Business.2. Infrastructures, Facilities and Basic Services.3. Recent Economic Outcomes. 4. Basic Labor.5. Middle Management.6. Business Offer.7. Selection and Promotion of people.8. Accessibility to Finance. 9. Technological, computer and communication development.10.Dimension. 11.Complexity of the Business12.Innovation: R & D & I

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Weighting the “Factors of Competitiveness”.

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Calibrating the “Competitive Position” per factor

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If no weights are setto the statements

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Best Practices

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Individual Competitiveness Index

Indexfokus assesses the competitiveness in two phases corresponding to the two dimensions of perception of any evaluator:

1.Weighting the importance of the Market Competitiveness Factors. 10-15 minutes

2.Calibrating the Competitive Position in each factor: Indexfokus presents 5 Best Practices for each factor, and the evaluator graduates if are applied successfully by the organization. 20-30 minutes.

3.Individual Indexfokus:

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Indexfokus works with the perception of experts.

“Working with perceptions” means:

No need to handle special documents, reports or data.

“Expert evaluators” means: Professionals who know our

organization and the market in which we compete from their particular approach.

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Stakeholders Matrix Stakeholders

Evaluators

J. K. X

G. H. X X

S. Y. X

H. H. X

R. M.

L. J. X XBusinessfokus

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Indexfokus of the Competitiveness perceived jointly

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Where z collects all Indexfokus of the Groups

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The Indexfokus graphs:

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Indexfokus graph: The competitiveness gaps 26

Gap in CF 7

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The dark zone of competitiveness

The hollows of competitiveness in order:Agreed priorities

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A

D

BC

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Targets of cluster’s competitiveness

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Strategy: Virtuous Spiral29

“Focus on priorit ies, act, measure and start again”.

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Indexfokus is a tool ready to help.

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www.indexfokus.com

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Thanks:// tci2014www.businessfokus.es

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