TWO-WAY INTEGRATION THREE INDUSTRIES AS FOUNDATION FOR A NEW SUPER-CLUSTER. Ocean Industries. Investors. Finance. Services. Technology.

Transcription

1 CONCEPT

2 THREE INDUSTRIES AS FOUNDATION FOR A NEW SUPER-CLUSTER TWO-WAY INTEGRATION Norway is, to a large extent, a supplier of raw materials and technical services, despite the fact that the entire value chain is represented here from top to bottom, with some of the world s leading financial, insurance and legal companies operating within the ocean-based industries. DnB, Nordea, Gard, Skuld, Pareto, Clarksons Platou, as well as a number of law firms and the Oslo Stock Exchange are specialists in the same industries as Statoil, TechnipFMC, Aker Solutions, Seadrill, Marine Harvest, ABB, Vard, Ulstein, Wilh. Wilhelmsen and Royal Caribbean Cruises. Strong fragmentation, driven by technical specialization, has brought about a multitude of governmental support programs, meeting places and specialized media with limited coordination across sectors. This fragmentation presents a challenge for service providers, investors and, not least, young people making their first career choices. By categorizing offshore energy, maritime and seafood industries as ocean-based, we can also include opportunities such as wind power and mineral extraction from the ocean bed in the same super-cluster. This is a brief introduction to the branding strategy Ocean Industry Experts. Investors Finance Services Technology Knowledge Natural resources Offshore energy New Ocean Industries Maritime New Seafood Improved integration between professions, from raw materials via knowledge-based services to financing and investments will boost innovation and value creation in ocean-based industries. We can facilitate a larger portion of the value chain. Growth can be achieved in areas that are not subject to competition from low-cost countries. Improved integration between traditional industries will make it easier for small niche sectors to develop and communicate with the market. Their specialized products will reach a much bigger market and escape the narrow silos

3 THE MAIN BRAND NAME A brand strategy project was established in 2008 led by a steering group from the Norwegian Shipowners Association, NME (Norwegian Maritime Exporters), MARUT, Norsk Industri, NCE Maritime, NIS (Norwegian International Ship Register), the Norwegian Shipping Directorate, NHD (Norwegian Trade Directorate) and Innovation Norway. Here pioneering progress was defined as the desired position for the Norwegian maritime industry. The term Ocean Space has been used in academia for many years connected to the efforts by MARINTEK, SINTEF and NTNU to build an infrastructure for ocean R&D. Building on this, we combine the desired position for the maritime industry ( pioneering progress ), with a more market-oriented approach, the name Ocean Industry Experts is a natural choice for a super-cluster accross maritime, offshore energy, seafood and new ocean-based sectors. POSITIONING OCEAN SPACE HAVROMMET Nature Science ECONOMY HAVBASERT ØKONOMI Policy Regulations INDUSTRY HAVBASERT NÆRING Technology Business DESIRED POSITION We seek recognition as experts for pioneering progress in the market-based part of the ocean economy.

4 INTERNATIONAL AT HOME AND ABROAD Natural resources within fisheries and oil and gas have, together with the strength of local innovation culture, attracted many global companies to Norway. Multinational companies such as Schlumberger, ABB, FMC Technologies and Rolls Royce join a cluster that is home to small and big companies, service providers and a knowledge community. They invest in Norway, but create even more value for the Norwegian economy by opening up channels to the world market. Norwegian employees also acquire international experience through working for global companies. In the same way, small and medium-sized companies build a wider network and reach the world market as sub-suppliers. Previous attempts to profile Norwegian industry have emphasized Norwegian-ness. Slogans like Powered by nature, together with the colors of the Norwegian flag, does not suit an international knowledge industry. The term Ocean Industry Experts puts expertise, instead of nature, at the center, and does not signal Norwegian-ness in either words or design. The super-cluster is not Norwegian, even if it is based in Norway. Global companies and professionals from all over the world should be able to feel at home in this super-cluster. The cluster s identity In order for this brand strategy to succeed, it must belong to the entire cluster and be developed and administered for the common good. Companies and institutions will always prioritize their own brands, so we need to find a way to operationalize the strategy. The solution is to give activities or functions associated with all types of participants in the cluster a common visual identity and name family the cluster s identity.

5 The cluster comprises companies, education programs, research institutes, government functions, platforms for co-operation, knowledge hubs, media channels, meeting places and many other types of players and activities. By covering its area of expertise better than any other region of the world, the cluster can gain a competitive advantage sustainable in the global economy. Mobilizing sub-concepts The question of how the term Ocean Industry Experts will be used has not been answered yet. It could be used as a mark of quality awarded according to certain criteria. But this discussion has, at present, been put aside in favor of a more pressing one: How do we mobilize participants? In discussions with many business players, a host of ideas have been proposed for making Ocean Industry Experts a reality through initiatives that support a common position for the cluster. A family of sub-concepts would motivate various players to invest time, energy and money in a common long-term goal, but with short-term and practical benefits for the individual player. The idea is that if value is realized for many different players, it will be possible to launch the main brand name Ocean Industry Experts at a later stage. OCEAN INDUSTRY COUNCIL OCEAN INDUSTRY PODIUM OCEAN INDUSTRY EXPO OCEAN INDUSTRY WEEK OCEAN INDUSTRY CONFERENCE OCEAN INDUSTRY INDEX OCEAN INDUSTRY AMBASSADORS OCEAN INDUSTRY SCHOOL OCEAN INDUSTRY ACADEMY OCEAN INDUSTRY MBA OCEAN INDUSTRY FORUM OCEAN INDUSTRY INNOVATION CLUSTER OCEAN INDUSTRY INNOVATION CELLS OCEAN INDUSTRY INNOVATION POOL OCEAN INDUSTRY JOURNAL OCEAN INDUSTRY EXPERTS

6 OCEAN INDUSTRY COUNCIL BOARD Active licensees automatically become members The board approves new sub-concepts and grants/renews licenses ORGANIZATION After an initial foray with invitations for partnerships, the idea of a democratically led association took root. According to this model, intellectual properties (IP) rights are managed in association with those who take an active role. In this way, the participation of those players who show the will and capability to realize sub-concepts at their own expense is secured. This association acquired the name Ocean Industry Council and a founding meeting took place on (org.nr ). The founders were Tor Kristoffer Husjord, Maritimt Forum Nord; Per Erik Dalen, ÅKP/GCE Blue; Arnfinn Ingjerd, Maritimt Forum Nordvest; Knut Løes Arnesen, Maritimt Forum Oslofjorden; Erik Dyrkorn, Maritimt Forum Midt-Norge, Johs Ensby, SAY; and Vidar Pederstad, Nor-Shipping/Norway Trade Fairs. On 19 November 2015, the first annual meeting and general assembly of the Ocean Industry Council was held at Rådhusgaten 25, Oslo and an agreement was signed for the transfer of IP rights from Norges Varemesse, excluding the following sub-concepts that are reserved for use by Norges Varemesse: Ocean Industry Podium, Ocean Industry Expo, Ocean Industry Week, Ocean Industry Conference, Ocean Industry Index and Ocean Industry Ambassadors. NEW Founders or two licensees can invite new members and develop/ propose sub-concepts Members who were elected to the board are: Per Erik Dalen, Vidar Pederstad and Birgit Liodden. Five members (licensees) constitute the association at the outset: Norges Varemesse (sub-concepts as mentioned), for Ocean Talent Camp; GCE Blue Maritime/ÅKP AS and Maritimt Forum Nord; for Ocean Industry Forum; Ocean Industry Forum Oslofjord (previously Maritimt Forum Oslofjord and Oslofjord Offshore Forum); and SAY PR & Communications AS, for Ocean Industry Journal. NEW NEW NEW

7 The model The association acquires new members through licensing agreements that oblige the members to build sub-concepts without any other support from the association other than that of being part of an association that works together for the purposes of brand building. Members can form new initiatives, but automatically stop being members if they no longer have an active license. The association is not a political organ or a channel for financing. Its sole purpose is to manage a common brand building strategy. New members are acquired through invitation from the founders or proposed by two members. They may submit proposals for new sub-concepts to the board for approval. Sub-concepts can be government or commercially financed. The association is not involved in financing and has no role in supporting the development of sub-concepts. Bylaws and license agreement Certain basic principles are laid down in the bylaws that will allow the initiative to grow quickly from a small start and not be hampered by bureaucracy and special interests. The aim is to make it increasingly attractive to become a member, while big and small players, as well as commercial and non-commercial parties have access to the concept. IDENTICAL LICENSE AGREEMENTS: The Ocean Industry Council acquires members through identical license agreements. Rights and responsibilities that are the same for all members are defined in these agreements as a foundation for a democratic association where both big and smaller players are welcome. DIFFERENT TASKS: As an addendum to each license agreement, there will be a simple description of the sub-concept, in which different tasks are set out. Some will need to be carried out by a large, well-established organization, others by new entities. Some may require a lot of financing; others can be self-financed. Variation and the freedom to innovate can be expressed in the addendum to the licensing agreement. OPERATIONAL PARTNERS WHO ARE ALL ACTIVE: Licensees are operational partners with a license to operate under the Ocean Industry Council s flag. Operational partners are voting members in the Ocean Industry Council as long as the license agreement is valid. Membership automatically ends when the license agreement is not renewed. Renewal takes place every third year as long as both parties wish to continue with the agreement and nothing is changed in the concept description. VOLUNTARY WORK ( DUGNAD ) NO ROYALTIES: Operational partners do not pay royalties to the Ocean Industry Council apart from the association s annual fee. This fee and possible sponsorships to the association are only for the operation of the entity. No financing goes through the association. Each licensee finances their own activities. Operational partners are free to enter into agreements to secure economic sustainability for their sub-concepts. OPEN SOURCE PRINCIPLES: Members will be expected to share developments with the association in the spirit of open source software development. Operational partners are expected to document any further development of sub-concepts and make these accessible to the association s other members. Access to open source material requires membership (a license), but this will make it possible for a member to continue a development where another stops, should he or she return the license. RE-USABLE SUB-CONCEPTS: With the spirit of volunteer work as a foundation, it is natural to look for possibilities to assign licenses on the basis of well-documented concepts. A licensee can develop a concept that operational partners in other parts of the country can re-use at an early stage of the concept s development. This simplifies the process of assigning licenses. New licensees are obliged to build onto already successful solutions. The combination of open source practice and re-usable modules will ensure that these are continuously improved without central management or financing.

8 LEVELS AND OVERLAPPING: The association will coordinate sub-concept such that they strengthen each other and that such overlapping between the various concepts does not become a problem. The board evaluates proposals for new sub-concepts and decides who will be operational partners. This happens after recommendations regarding operational partners are proposed at the Ocean Industry Council s annual general meeting. A license is assigned for a defined sub-concept at a defined level and within one or more of the traditional industry sectors. Ocean Talent Camp can, for example assign a license to Maritimt Forum Nord for all relevant business in North Norway. Another sub-concept can be assigned at an international level for only one defined industry if this is appropriate. THERE ARE THREE DIMENSIONS: sub-concept, industry, and geography. For the latter the division is outlined in the license agreement: international, national or regional. In some cases, it may be necessary to further divide regional into local licenses. This will depend on whether there are players who can, for example, co-ordinate an initiative for several local players. Ocean Industry School is an example where high schools that are located in the same region might need their own licenses from the association. This may result in some sub-concepts having a disproportionate number of votes at a general meeting, but this is the sort of thing for which all democratic entities have to find solutions.

9