Objectives and added value

A ) General and specific objectives of the project

The project aims to revitalise traditional and high added value SMEs  from the Mediterranean area through the development of innovative clusters in order to foster their internationalisation. In order for this to be achieved, it is essential to take advantage of synergies among SMEs coming from different MED regions to the benefit of the MED economy, as well as strengthen their capacity to promote themselves and to compete in a wider market.

The true impact of the project lies in the transnational value of SMEs clusters, as isolated cluster initiatives have not the same impact in the international arena. Working in transnational partnerships will lead to the creation of stronger networks, while helping to build up sound brands, developing strategic ties and defining a clearer strategy and vision. To sustain the competitiveness and the highly innovative character of a cluster initiative, it is important to co-operate with other cluster initiatives in other regions. Developing innovative processes and strategies for promotion will enhance the use of own resources, capitalising on the traditions and local production of the territories and ensuring their environmental sustainability. It will also encourage youth and female enterprise.

The partners will ensure a governance system that promotes project activities at local level through the constant involvement of local public and private stakeholders. This will establish an upstream-downstream feedback between partners and stakeholders, as well as an horizontal feedback between partners. The protocol agreement will lay down the guidelines for the capitalisation of the project results at a local level.

The specific objectives will be achieved by creating:

• a collaborative network among public institutions to support innovative clusters for internationalisation and promote a brand or system for typical Med SMES;
• pilot initiatives to verify the transfer of models of innovative actions and role of clusters;
• capacity building on diffusing and involving local SMEs through the peer learning principle;
• development of an experimental strategy of marketing and promotion for two horizontal clusters in sectors traditionally strong but in need of modernization, partnership and promotion to be competitive internationally;
• identifying new cluster opportunities for innovative products based on MED raw materials and traditional artisan products indicating market opportunities and internationalisation strategies.

B) Transnational added value of the project

The transnational collaborative institutional network will strengthen horizontal innovative clusters creating a stable network of public bodies responsible for supporting SME internationalisation and modernisation, ensuring widespread committed participation in decision making and practical implementation by all implicated in the outcome. Local public bodies will increase their capacity in supporting economic processes from peer experience exchange through an experimental cooperative horizontal approach. Sharing services for institutions-SME cooperation embodies a medium-long term transnational investment.

Creating a transferable model for innovative clusters with a common transnational marketing strategy and providing transnational peer-learning opportunities represent an important value of the project. The transnational partnership will ascertain the MED transferability of pilot model and experimental strategies and contribute to the overriding objective, developing high capacity building, strengthening the international dimension of SMEs. Moreover, given that isolated cluster initiatives have less impact, working transnationally will allow partners and stakeholders to draw full benefit from networking, brand-building, international marketing and promotion and strategic linkages. This will contribute to long-term sustainability and added value of the jointly developed, transferable outputs and allow partners to define far-sighted internationalisation cluster strategies.