CLUS 3 Project Presentation

1. CLUS 3Project Presentation Manzano, 2/10/2014

2. CLUS 3 Objectives • to develop project partners’ capacities in managing cluster programs; • to develop the management capacities of participating clusters • to support cluster organizations in the labelling process • to grant sustainability to the “cluster excellence process” by becoming one of the crucial tools supporting the Smart Specialization Strategies of the involved territories.

3. The addedvalue of CLUS3 CLUS3 promotes a harmonization of management standards, the adoption of benchmarking, monitoring and evaluation tools and a broader increase of capacities at policy and cluster management level that are functional to strengthen the capacity of clusters to play at international level and to have a vision beyond regional/territorial boundaries Clusters and cluster policies may provide a strong contribution in design and implementation of smart specialization strategies

4. CLUS 3 outputs and impacts • 12 peopletrained and certifiedasBenchmarkingexpert • 12 peopletrained and certifiedas cluster instructors • 24 clusters assessed and awarded with bronzelabel • 4 clusterscandidates and/or awareded with Gold Label • 24 cluster managerstrained • 1 ICT cooperationplatformimplemented • 1 strategicpaper on the role of cluster in RIS3 outlined • Betterunderstanding of economiclandscape and cluster performance • Improvedknowledge of cluster managers on cluster management excellence • Strenghten relation between cluster organizationsof consortiumcountries • Support to the policy makersin draftingS3 • Evolution of cluster policiesmovingbeyond the currentpractice and thuscontributing to the transformation of regionaleconomies

5. «Green Chair»A competitivenessreinforcementinitiative for the chair cluster in FVG Region Objective to support the change management and the identification of new challanges to be tackled by the cluster companies of the chair cluster

6. «Green Chair»A competitivenessreinforcementinitiative for the chair cluster in FVG Region Tools • 1. strategicanalysis of the Furniture industry • 2. identification of strategicsegments • 3. drafting a strategy • 4. launching the action

7. Strategic Analysis Activities • Definition of the furniture industry with a specific focus on chair sector • Analysis of trends and tendenciesat global level • Identification of the challenges Output • Industry Document • Cluster Document

8. Strategic Segmentation Activities • Analysis of the Buyer PurchaseCriteria • Strategic Option for the future • Feedback from interviewa Output • Strategic Segmentation

9. Drafting a strategy Activities • Reference Trip • Feedback from Public Meetings • Benchmarkingreferences • Workinggroups Output • Strategyproposal

10. 4. Launching the action Activities • Definition of the challenges to be tackled and of the actions to be taken Output • Launch of the action

11. The furniture and Chair/Seats industry • In recent years, as the whole furniture sector, the sub-sector of the chairs/seats has gone through a difficult period due to several factors (entry into the market of emerging countries, effects of the global financial crisis). • As a response to competitive pressures, furniture companies have undertaken a lengthy process of restructuring and innovation. Many firms are upgrading their products in terms of design, style and new utilitarian functions, and are also using new materials and developing safe and environmentally friendly products.

12. The Chair/Seats segment For the purposes of the Industry and Cluster documents were chosen the following Chairs/Seats commodities, as it appeared the most significant within the European and Italian market (Prodcom codes): 31001150 - Swivel seats with variable height adjustments (excl. medical, surgical, dental or veterinary, and barbers' chairs); 31001170 - Upholstered seats with metal frames (excluding swivel seats, medical, surgical, dental or veterinary seats, barbers' or similar chairs, for motor vehicles); 31001190 - Non-upholstered seats with metal frames (excluding medical, surgical, dental or veterinary seats, barbers' or similar chairs, swivel seats); 31001250 - Upholstered seats with wooden frames (including three piece suites) (excluding swivel seats); 31001290 - Non-upholstered seats with wooden frames (excluding swivel seats).

13. The Chair/Seats segment • In 2013 the EU Chair/Seats sector has been driven by the Upholstered seats with wooden frames (60.8% of the total EU-28 sold production), followed by Swivel seats with variable height adjustmentsand Upholstered seats with metal frames, with a 27.8% of the EU sold production. • Among the EU, Italy is the best manufacturer for all the Chair/Seats commodities concerned, followed by other countries depending on the type of Chair/Seat considered. Sold production of Top 5 Chairs/Seats commodities in EU-28 (in € Mln.) Source: Informest processing from Eurostat (Prodcom) data

14. The Chair/Seats segment Sold production of chairs/seats (Top 3 countries and EU 27 - Ranking on the 2013 data) Source: Informest processing from Eurostat (Prodcom) data

15. Chair Value Chain and Regional Green Companies • Sawmill and Wood Drying: • Segheria Stacco S.r.l (1) • SACCAVINI • SEGHERIA FABBRO (1) • CROMA LEGNAMI s.r.l. (1) • BALKAN s.r.l. • Planing and Shaping: • QUATTROVENTI (1) • Segheria Stacco S.r.l (2) • F.LLI CATTANEO DI CATTANEO MAURO & GIOVANNI (1) • SEGHERIA FABBRO (2) • CROMA LEGNAMI s.r.l. (2) • Smoothing: • F.LLI CATTANEO DI CATTANEO MAURO & GIOVANNI (2) • QUATTROVENTI (2) • Consumables and Others: • INTERIOR BELTRAMINI (1) • SEGHERIA FABBRO (3) • Chair, Table and UpholsteryProduction: • DOMITALIA • TONON • MOROSO • RICCARDO RIVOLI DESIGN • INTERIOR BELTRAMINI (2) • VERY WOOD (BRAND OF IFA SRL) • QUATTROVENTI (3) • TAFARUCI DESIGN • FAGGIANI • A.R.C.E.L. SNC • MATTIAZZI • SODALSE • Curvature: • ESSEPI • CONTORPRESS • ELITE CURVI

16. Project Calendar Overview

18. Future challenges • Improvement of business performance(in terms of products but also processes) on the innovation plans, skills, internationalization; • Intervention on the structure of the sector, characterized by high fragmentation in micro and small enterprises with a strong specialization in production, which currently hinder or even prevent such improvements. • Increase the strategic “culture of innovation” in the business of micro - small - medium enterprises and their ability to view the dynamics of the environment (economic, social, technological, institutional) on an international scale in which they operate. • Increase the scale of operations of the companies, through (in addition to acquisition processes, to integration processes, strategic cooperation, etc.) using factors of complementarity, synergy, economies of scale.

19. A few questions for the audience What kind of challenges or problems are faced by the companies nowadays?What kind of solutions/actions would you recommend in order to solve them?What would you suggest to connect and make better cooperate Cluster companies?What are the new opportunities of the market and how would you challenge them?

20. Thankyou for the attention!Mr. Saverio D’EreditàInformest Project Managersaverio.deredita@informest.it