Business Clusters in Eastern Europe: Policy Analysis and Cluster Performance

Clusters have increasingly become an essential part of policy discourses at all levels, EU, national, regional, dealing with regional development, competitiveness, innovation, entrepreneurship, SMEs. These impressive efforts in promoting the concept of clusters on the policy-making arena have been accompanied by much less academic and scientific research work investigating the actual economic performance of firms in clusters, the design and execution of cluster policies and going beyond singular case studies to a more methodologically integrated and comparative approach to the study of clusters and their real-world impact. The theoretical background is far from being consolidated and there is a variety of methodologies and approaches for studying and interpreting this phenomenon while at the same time little comparability among studies on actual cluster performances. The conceptual framework of clustering suggests that they affect performance but theory makes little prediction as to the ultimate distribution of the value being created by clusters. This thesis takes the case of Eastern European countries for two reasons. One is that clusters, as coopetitive environments, are a new phenomenon as the previous centrally-based system did not allow for such types of firm organizations. The other is that, as new EU member states, they have been subject to the increased popularization of the cluster policy approach by the European Commission, especially in the framework of the National Reform Programmes related to the Lisbon objectives. The originality of the work lays in the fact that starting from an overview of theoretical contributions on clustering, it offers a comparative empirical study of clusters in transition countries. There have been very few examples in the literature that attempt to examine cluster performance in a comparative cross-country perspective. It adds to this an analysis of cluster policies and their implementation or lack of such as a way to analyse the way the cluster concept has been introduced to transition economies. Our findings show that the implementation of cluster policies does vary across countries with some countries which have embraced it more than others. The specific modes of implementation, however, are very similar, based mostly on soft measures such as funding for cluster initiatives, usually directed towards the creation of cluster management structures or cluster facilitators. They are essentially founded on a common assumption that the added values of clusters is in the creation of linkages among firms, human capital, skills and knowledge at the local level, most often perceived as the regional level. Often times geographical proximity is not a necessary element in the application process and cluster application are very similar to network membership. Cluster mapping is rarely a factor in the selection of cluster initiatives for funding and the relative question about critical mass and expected outcomes is not considered. In fact, monitoring and evaluation are not elements of the cluster policy cycle which have received a lot of attention. Bulgaria and the Czech Republic are the countries which have implemented cluster policies most decisively, Hungary and Poland have made significant efforts, while Slovakia and Romania have only sporadically and not systematically used cluster initiatives. When examining whether, in fact, firms located within regional clusters perform better and are more efficient than similar firms outside clusters, we do find positive results across countries and across sectors. The only country with negative impact from being located in a cluster is the Czech Republic.

Pervasive Business Intelligence

In the last few years, a new generation of Business Intelligence (BI) tools called BI 2.0 has emerged to meet the new and ambitious requirements of business users. BI 2.0 not only introduces brand new topics, but in some cases it re-examines past challenges according to new perspectives depending on the market changes and needs. In this context, the term pervasive BI has gained increasing interest as an innovative and forward-looking perspective. This thesis investigates three different aspects of pervasive BI: personalization, timeliness, and integration. Personalization refers to the capacity of BI tools to customize the query result according to the user who takes advantage of it, facilitating the fruition of BI information by different type of users (e.g., front-line employees, suppliers, customers, or business partners). In this direction, the thesis proposes a model for On-Line Analytical Process (OLAP) query personalization to reduce the query result to the most relevant information for the specific user. Timeliness refers to the timely provision of business information for decision-making. In this direction, this thesis defines a new Data Warehuose (DW) methodology, Four-Wheel-Drive (4WD), that combines traditional development approaches with agile methods; the aim is to accelerate the project development and reduce the software costs, so as to decrease the number of DW project failures and favour the BI tool penetration even in small and medium companies. Integration refers to the ability of BI tools to allow users to access information anywhere it can be found, by using the device they prefer. To this end, this thesis proposes Business Intelligence Network (BIN), a peer-to-peer data warehousing architecture, where a user can formulate an OLAP query on its own system and retrieve relevant information from both its local system and the DWs of the net, preserving its autonomy and independency.

Digital marketing: le nuove opportunità di business per le aziende nell'era del web 2.0

L’elaborato ha lo scopo di presentare le nuove opportunità di business offerte dal Web. Il rivoluzionario cambiamento che la pervasività della Rete e tutte le attività correlate stanno portando, ha posto le aziende davanti ad un diverso modo di relazionarsi con i propri consumatori, che sono sempre più informati, consapevoli ed esigenti, e con la concorrenza. La sfida da accettare per rimanere competitivi sul mercato è significativa e il mutamento in rapido sviluppo: gli aspetti che contraddistinguono questo nuovo paradigma digitale sono, infatti, velocità, mutevolezza, ma al tempo stesso misurabilità, ponderabilità, previsione. Grazie agli strumenti tecnologici a disposizione e alle dinamiche proprie dei diversi spazi web (siti, social network, blog, forum) è possibile tracciare più facilmente, rispetto al passato, l’impatto di iniziative, lanci di prodotto, promozioni e pubblicità, misurandone il ritorno sull’investimento, oltre che la percezione dell’utente finale. Un approccio datacentrico al marketing, attraverso analisi di monitoraggio della rete, permette quindi al brand investimenti più mirati e ponderati sulla base di stime e previsioni. Tra le più significative strategie di marketing digitale sono citate: social advertising, keyword advertising, digital PR, social media, email marketing e molte altre. Sono riportate anche due case history: una come ottimo esempio di co-creation in cui il brand ha coinvolto direttamente il pubblico nel processo di produzione del prodotto, affidando ai fan della Pagina Facebook ufficiale la scelta dei gusti degli yogurt da mettere in vendita. La seconda, caso internazionale di lead generation, ha permesso al brand di misurare la conversione dei visitatori del sito (previa compilazione di popin) in reali acquirenti, collegando i dati di traffico del sito a quelli delle vendite. Esempio di come online e offline comunichino strettamente.