International Competitiveness Program From the Perspectives of Sectoral

International Competitiveness Program From the Perspectives of Sectoral Innovation System and of Firm Value Chain Analyse Mahmut Kiper University-Industry Cooperation Centers Platform Advisory Board Member

Ministery of Economy Improvement of International Competitiveness Support Program Focus on: • Project Aproach • Clustering Aproach • Coordination And • Sectoral Analyse • Firms Analyse • Strategic Planning

Trends In Innovation Supports 1. Phase Innovation Supports: Supply Based, Individiual RTDI Project 2. Phase Innovation Supports: Aimed to create and/or develop a system and cluster based networks 3. Phase Innovation Supports: Aimed to strengthen and/or creation the ties and links between different actors or networks ( “UN-Economic and Social Council”, Sep. 2007)

Recent Trends on RTDI Cooperation - Open İnnovation, (Chesbrough 2003) - New “Mode 2” Approach (for creation of scientific knowledge) (Gibbons 1994) - Triple Helix for University-Industry. Government Linkage (Etzkowitz H. & Leydesdorff L. , 1995) - Co-Creation (Prahalad&Ramaswarny 2004) - Networking like Clustering (Etzkowitz 2005)

Derivatives/ Some Tools • • • Regional Innovation System/Strategy Sectoral Innovation System Clustering Internationalization Collective Research Technology Transfer Interfaces(Technoparks, TTO, Incubators, • University-Industry Joint Research Centers • Technology Platforms • …. . .

Sectoral Innovation System • Briefly can be defined as; Sector Definition+ Innovation System Definiton

Value Chain • a chain of activities that a firm operating in a specific industry performs in order to deliver a valuable product or service for the market. • The concept comes from business management and was first described and popularized by Michael Porter in his 1985 best-seller, Competitive Advantage: Creating and Sustaining Superior Performance (Wikipedia)

Target: Determining the Price (Hruby F. Michael)

Firm Value Chain (Axe Analogy)

Technological Competence (Edge) Offering Innovative Product and/or Process With -R&D Activities -Cutting-Edge Technologies

Organizational Capacity (Wedge) Market Penetration with -Logictics -Networks etc.

Institutional Resources (Sledge) Enhancing Market Share With -Manufacturing Infrastructure -Capital Stock -Consumables -Quality Management -Human Resources etc.

Competence Trap Firms are suffering from -competence trap -core rigidity In order to show the firms to its problems not aware of yet reguired: -Independent evaluater who learn to forget

Co-evaluation Steps for Individual Partners a- Observation b- Trust Formation c- Passive Participation d- Active Participation e- Proactive in Taking Responsibility (Kiper Mahmut, “Dünyada ve Türkiye’de Üniversite-Sanayi İşbirliği”, TTGV, 2010)

Institutionalizing Phases for Actors a-Awareness Building b- Concensus Building c-Capacity Building d-Competence Building (Kiper Mahmut, “Dünyada ve Türkiye’de Üniversite-Sanayi İşbirliği”, TTGV, 2010)

Reccommendations To ensure to get maximum benefit from the URGEprogram: -Collaboration provider (or networking) organization should develop strategies for the survival of relationship between all participants after the project. -Consulting firms(or agencies) sector-specific analyzes should take into account the differences and status that are specific to each sector -Company should establishes the strategy for himself to have maximum benefit from external expert assessment and training program. -Program Owner, a driver for establishment of co-operation, design the evaluation system (s) and design 2 nd. even 3 rd phase of support module(s) for institutionalization of those networks

Thank you,