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Advantages of the Industry Cluster Approach to Economic Development

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  1. Advantages of the Industry Cluster Approach to Economic Development Mary Jo Waits Morrison Institute for Public Policy Arizona State University

  2. Why New Approach to Economic Development Key messages: • Be more strategic / be a more intelligent player • Old ways of analyzing the economy are not enough anymore • Location still matters—but for different reasons

  3. Traditional economic development programs are increasingly criticized for... • not focusing on key goals(increasing the competitiveness of business), • targeting individual firms, • not thinking strategically, • not reaching enough firms to make a difference, • presenting a fragmented and confusing maze of programs and services, • not being industry driven, and • not being accountable to private sector clients or public sectors funders.

  4. Place Still Matters — But for Different Reasons “The enduring competitive advantages in a global economy lie increasingly in local things—knowledge, relationships, motivation—that distant rivals cannot match.” “This role of location has been long overlooked, despite striking evidence that innovation and competitive success in so many fields are geographically concentrated.” Michael Porter -

  5. Arizona’s experience using industry clusters as... • an analytical tool (e.g., to better understand the economy and deploy resources strategically); • an organizational tool (e.g., to engage industry leaders in a regional strategy and foster communication networking and improvement among companies); and • a service delivery tool (e.g., to provide high-value specialized services)

  6. Industry Clusters asan Analytical Tool

  7. Export-Driven Industries e.g. Semiconductors aerospace biomedical copper computer equipment knowledge High % of state’s employees Low % of state’s employees Medium % of state’s employees $ $ Medium value added High value added Low value added Assessing Strengths Model 1: Creating Wealth Global Economy New $ Exports Products/Services Linkage Industries e.g. business services transportation metals distribution Products/Services Population-Driven Industries e.g. Retail hotels real estate construction Population Growth Tourists

  8. Identifying Industry Clusters • Business Interdependence: Arizona chose clusters where businesses relate to each other through the buyer-supplier “food chain,” as competitors, or as partners. • Export Oriented: Many of the companies in the cluster sell products or services to companies outside the region. • Concentration: Employment in the cluster is more concentrated in the region than the national average, and the cluster is an existing or emerging area of specialization. • Significant Size or Rapid Growth: The cluster is of a significant size or, if new, has an above average growth rate compared to that of the U.S. as a whole.

  9. Arizona Clusters • High Technology (aerospace and information) • Food, Fiber, Natural Products • Minerals and mining • Tourism • Transportation • Business Services • Bioindustry • Software • Environmental Technology • Optics • Senior Industries • Plastics & Advanced Materials

  10. Key Arizona industry clusters by employment size, concentration and growth, 1989-1999 Source: Collaborative Economics, Inc.

  11. Industry Clusters asan Organizational Tool

  12. Charge to Each Cluster • Catalogue the key components of the cluster • Articulate anachievable vision of what the cluster can become over the next 10-20 years • Identify opportunities for growing the cluster in the desired direction by expanding existing companies and attracting outside companies • Identify opportunities formore synergy within the cluster • Identify needs for specific economic foundations and proposed strategies

  13. Arizona’s Emerging Software Cluster

  14. Software Cluster Diversity Employment concentration in Arizona relative to the nation (national concentration - 1.0)

  15. Arizona Cluster Activities Co-inform Co-learn Co-market Co-purchase Co-produce Co-build economic foundations

  16. Power of Collaboration: Optics Cluster Example • Identify critical mass optical components; optical design software; lasers for medical, industrial and graphics application; optical telescopes; digital electronic camera • formed association • state and local recognition: “seat at the table” • national recognition—Business Week: “Optics Valley” • 4-year program to build exports • joint ventures among optics firms • joint ventures with other clusters • workforce development: community colleges, school-to-work grant

  17. Power of Collaboration:High-Tech Clusters Example • Formed 2 regional associations • Major cities compete for “critical mass” identity • Joint venture with Tempe to create “Tech Oasis” image • Tech Tuesday- 500 to 700 young professionals • ADOC, Greater Phoenix and Greater Tucson Councils assign staff by clusters • Joint ventures to start Venture Capital Conference and Arizona Tech Incubator • Joint ventures to change university patent policy • Workforce development: community colleges, school-to-work grant • Successful legislative agenda • Push for Governor’s Partnership for the New Economy • Sales tax increase earmarked for university research

  18. History of Tech Transfer • Pre-1990: few inventors, limited activity • 1980s industry view: ASU/UA tech transfer too difficult • 1996: New tech transfer staff and policies at ASU, UA • 1996-1999: Industry/University team designs new ABOR Intellectual Property policy, among most liberal in USA • 2000: APNE pushes tech transfer/economic development • 2001: Prop 301 expands tech transfer/econ. development

  19. Industry Clusters asa Service Delivery Tool

  20. Shortcomings in the current trade development system • One Shot—with the top goals often being quantity over quality, program staff generally have only 1 or 2 interactions with a given company; • One Type—most services are limited to relatively early-stage and generic assistance; • One-On-One—staff deal with individual companies and assume that brochures and seminars are a way to achieve scale; and • One Sided—programs often sustain only superficial relationships with business leaders, private organizations or other actors in the business development system. Source: Carol Conway, Corporation for Enterprise development, May 1995

  21. Clusters offer special opportunities to better provide assistance by: • offering a “critical mass” of customers for consultants and government • formally incorporating businesses and trade associations in program design • providing services tailored to industry • facilitating firmscollaborating to compete globally

  22. AZ’s Industry Clusters and ASU Research Transportation & Distribution Environmental Technology Software & Information Industry Optics High Technology Bioindustry Environmental Sciences Planetary Sciences Materials Biosciences & Bioengineering Biosciences & Biotechnology Information Science & Information Technology Manufacturing

  23. What are Proposition 301 funds used for? • Funds for workforce development, tech transfer, research • UA, ASU, NAU all have IT and Biomed/Biotech research • UA also supports research on optics and water • ASU also has materials and manufacturing research • NAU also has environmental science and technology • Research topics relate to GSPED clusters

  24. Priority Cluster Growth Targets Greater Phoenix can join the top-tier in the identified clusters by striving toward the following targets: 12,300 net new jobs 12,900 netnew jobs 27,700 netnew jobs 20,500 netnew jobs 32,500 netnew jobs Maintain current employment concentration of 260% of national concentration. Grow to the current US level of concentration. Maintain concentration of 140% of the current US concentration in high wage segments. Return to 1990 concentration of 220% of the US level (increasing concentration in higher-wage sectors of the cluster) Build concentration to 120% of the current US concentration. Aerospace Bio-industry Advanced Financial & Business Services High-technology Software

  25. Benefits of Cluster Approach to Economic Development • First time tomix entrepreneurs and traditional business (banks, utilities) CEOs in process to develop an economic development strategy • Cluster-based approach provided a more in-depth understanding of the state economy • Produced an industry-driven strategy • Recognized that industry does not speak with a single voice • Created abroader constituency for economic development • Changed theway we define the customer

  26. Staying with It • 1990-91 ASPED process • 1992- GSPED; Clusters Incorporate • 1992-93 regional ED, universities follow framework • 1994 Senate asks for senior industry cluster • ASU initiates USDOC & USAEP grants (5) • Governor’s race (1994) • ADOC targets staff and programs to clusters ($ 167 M workforce; $500,000 CECD)

  27. Staying with It • GPEC targets staff & programs to clusters • Several clusters hire ex. directors • 5 high-tech clusters hire lobbyists • ADOC updates cluster studies • New Economy: A Guide for Arizona (1999) • Phoenix & Tucson Chambers adopt clusters • Governor’s new economy task force • Proposition 301 sales tax increase for K-12 education & university research (2000) • Legislature funds new economy initiatives

  28. Staying with It • Five Shoes Waiting to Drop on Arizona’s Future • Greater Phoenix Economic Summit (2001-02) • GPEC and ADOC emerge stronger on clusters (new studies) • Legislature keeps cluster funds & NE initiatives in 2002–03 budget ( -$ 800 M) • 2 universities, state, 2 cities, 5 clusters, ED groups form Arizona Biotech Biomedical Institute (ABBI) • Feasibility study for ABBI research infrastructure (target $ 100 M)

  29. Why Clusters are Important to Regions • Clusters generate wealth, exports, jobs, sources of information • Firms are attracted to clusters because of: • economies of scale • productivity advantages • marketing and other competitive advantages • Globally, clusters are driving regional growth

  30. Clusters offer special opportunities to better provide assistance by: • reaching and educating all competitive companies in a sector • accelerating the learning curve and confidence with opportunities for firms to learn from firms • offering a format for delivering well-coordinated services

  31. Knowledge Employment Knowledge Industry Employment Concentrations Source: Index of the Massachusetts Innovation Economy, 1998.

  32. Traditional Business Costs Tax Structure Compensation Costs Space Costs Capital Costs Business Climate Specific to High-Tech Proximity to Excellent Research Institutions Access to Venture Capital Educated Workforce Network of Suppliers Technology Spillovers Climate and Quality of Life High-TechnologyLocation Factors Existing High-Tech Presence Source: Milken Institute, America’s High-Tech Economy, 1999

  33. 8 Distinguishing Characteristics • Technology is a given • Globalism is here to stay • Knowledge builds wealth • People are the most important raw material • There’s no such thing as a smooth ride • Competition is relentless • Alliances are the way to get things done • Place still matters—but for different reasons

  34. Firms Cluster in One Place for Bottom Line Reasons • Reduce transaction costs • Specialize • Exploit one another’s specialties • Increase rates of innovation • Pursue joint solutions to common problems • Build a common labor pool, technology, infrastructure: • Learn collectively what it takes to be competitive

  35. Comparison of High Technology Centers • Places specialize • Knowledge differs from place to place • History matters • High tech is not a monolith Cortright and Mayer, “Regional Connections: A Comparison of High Technology Centers,” December 1999

  36. Place Still Matters — But for Different Reasons “The enduring competitive advantages in a global economy are often heavily local, arising from concentrations of highly specialized skills and knowledge, institutions, rivals, related businesses, and sophisticated customers.” - Michael Porter Harvard Business School Anything that is available to rivals elsewhere is essentially nullified as a source of competitive advantage.