Intellectual Capital Project

Document Sample
Intellectual Capital Project Powered By Docstoc
					Intellectual Capital Report for
Virtual Dimension Center (VDC)
Kompetenzzentrum für Virtuelle Realität und
Kooperatives Engineering w.V., Fellbach (Germany)

Daniel Zwicker-Schwarm
Holger Floeting
Contents



Contents..................................................................................................................................1

1. Intellectual Capital Report for Virtual Dimension Center: Motivation and
Methodology ...........................................................................................................................2

2. Intellectual Capital Report for VDC: Results ...................................................................8
   2.1 Overview: Network Objectives and Success Factors .....................................................8
   2.2 Overview: Interrelations of Network Objectives and Success Factors..........................11
   2.3 Network Objectives: Individual Results.........................................................................12
   2.4. Success Factors in Human Capital: Individual Results ...............................................17
   2.5 Success Factors of Structural Capital: Individual Results ............................................21
   2.6 Success Factors of Relational Capital: Individual Results............................................28
   2.7 Financial Capital ...........................................................................................................33
   2.8 Overview: Levels of Achievement.................................................................................34
   2.9 Potentials for Improvement...........................................................................................35

3. Appendix ...........................................................................................................................37
   3.1 Overview: Trend analysis .............................................................................................37
   3.2 Network objectives of VDC und Indicators ...................................................................39
   3.3 Intellectual Capital: Success factors and Indicators .....................................................40
   3.4 Members of VDC’s intellectual capital reporting working group ...................................43
   3.5 Members of RICARDA’s Regional Advisory Board (Stuttgart Region) .........................43
   3.6 Members of Virtual Dimension Center..........................................................................44
1. Intellectual Capital Report for Virtual Dimension Center: Motiva-
tion and Methodology

Introduction
The Fellbach (Stuttgart Region) based Virtual Dimension Center (VDC), Center of Compe-
tence for virtual reality and collaborative engineering, is now in its fourth year of existence.
VDC’s mission is to be a platform for communication for all institutions and companies in-
volved in the development and application of this technological field. In this period VDC has
developed into a network of nearly 50 members, with a professional management and many
project partners within the Stuttgart Region and beyond.
It is the objective of this intellectual capital report to describe the network VDC in its present
form. Doing this, it aims at depicting those elements that contribute to the network’s success:
The know-how of dedicated members, appropriate structures for the exchange of information
and knowledge as well as good relations with relevant partners within the Region and be-
yond.

Virtual Dimension Center: An overview
Virtual reality technologies support the computer-aided planning and development of new
products. The use of virtual reality (VR) and collaborative engineering (CE) technologies
helps save time and costs and enables qualitative improvements. OEMs in major industries
(e.g. automotive, aeronautics) apply these technologies already widely. But their importance
for the improvement of the competitiveness of SMEs is also increasing, e.g. in the light of
shorter innovation cycles.
The centre of competence VDC was founded in December 2002. Its legal form is that of a
registered association. The professional network management is financed through member-
ship fees and institutional support by the city of Fellbach. VDC’s facilities offer conference
rooms as well as a technical equipment for the demonstration of VR technologies that can be
used by its members.
The network management’s activities include the brokerage of contacts, the organisation of
thematic events, joint projects for technology development and application or measures of
public relations (e.g. participation in trade fairs, newsletter).
At present, VDC has a membership of around 50. The spectrum ranges from hard- and sof-
ware companies, universities, research institutes and institutions of training and further edu-
cation as well as users of virtual reality technologies.
VDC is member of the Stuttgart Region’s Regional Centres of Competence and Innovation
network.

What is Intellectual Capital Reporting?
Intellectual capital reports analyse and assess the intellectual capital of organisations. Intel-
lectual capital is commonly considered to have three dimensions:
        Human capital: the knowledge members of an organisation bring with them. It in-
        cludes peoples’ skills , experiences and abilities.
        Structural capital: the opportunities and instruments that serve the exchange and
        documentation of knowledge (IT, intellectual property, organisational culture, process
        organisation etc.).
        Relational capital: all resources linked to the external relationships with customers,
        suppliers and the public.
Intellectual capital reports complement conventional financial reporting. They focus on intan-
gible assets – aspects that are of increased importance in times of the service society and
knowledge economy.


                                                2
Intellectual capital reporting has been developed as a private sector management tool in the
mid 1990s in Sweden. Meanwhile this methodology has spread throughout Europe.1 Its use
in the context of regional networks is a new field of application, though. Here the RICARDA
project undertakes pioneering work.

The RICARDA Project
The process of drafting an intellectual capital report for the VDC Fellbach took place in the
context of the EU-financed project RICARDA (Regional Intellectual Capital Reporting – Ap-
plication and Development of a Methodology for European Regions). This project focuses on
the pilot-application of the method of intellectual capital reporting for regional technology ori-
ented networks. This objective is implemented in four exemplary networks in the regions of
Stuttgart (Germany), Styria (Austria), Stockholm (Sweden) and West-Transdanubia (Hun-
gary). VDC is the study case for the Stuttgart Region.
Project coordinator is the German Institute of Urban Affairs (Deutsches Institut für Urbanistik,
Difu), Berlin, the non-profit-making research and consulting institution of the German cities.
RICARDA is supported with funding from the 6th European Framework Programme for Re-
search and Technological Development („Knowledge Regions 2“).2
The project's consortium brings together eight partners from these four European regions,
representing a wide spectrum in terms of regional institutional capacities, economic struc-
tures and R&D priorities. The participating regional institutions are all actively involved in
cluster-development activities. The consortium's four research institutes are all working in the
field of regional RTD policy and cluster management.

Table 1: RICARDA’s consortium



                                            Partner




    Deutsches Institut für Urbanistik




1
  See European Commission (2006): Reporting Intellectual Capital to Augment Research, Develop-
ment and Innovation in SMEs. Report to the Commission of the High Level Expert Group on RI-
CARDIS.
2
  Further information in the internet under http://www.ricarda.org.

                                                3
Members of the consortium are:
  Deutsches Institut für Urbanistik (Difu), Berlin (D)
  Wirtschaftsförderung Region Stuttgart GmbH (WRS) (D)
  Offices of the Province of Styria (Steiermark), Graz (A)
  JOANNEUM RESEARCH Forschungsgesellschaft mbH, Graz (A)
  Kista Science City AB (Kista), Stockholm (S)
  Royal Institute of Technology (KTH), Stockholm (S)
  West Pannon Regional Development Agency (WPRDA), Sopron (HU)
  West Hungarian Research Institute of the Centre for Regional Studies (WHRI), Györ (HU)

Why Intellectual Capital Reporting for Regional Networks?
It is quite obvious to transfer the method of intellectual capital reporting from the company
level to regional, technology-oriented networks like the VDC. The following considerations
and inputs from practitioners were prominent at the start of the project:
       Methodological focus: Intellectual capital reports focus on the most important elements
       of cluster initiatives, i.e. the generation and distribution of knowledge.
     Team-oriented process: An intellectual capital report amalgamates the objectives and
     assessments of an organisation’s members. This team-oriented design suits the char-
     acter of a network as this consists of partners enjoying equal rights.
     Management tool: The identification and assessment of a network’s intellectual capital
     with the help of appropriate indicators can support those actors in charge of strategic
     and operational issues (e.g. board of directors, network manager) with regard to tar-
     geted interventions. A periodic repetition of intellectual capital reporting makes it possi-
     ble to measure changes regarding these indicators.
     Network development: Many networks, and VDC is an example in this respect, have
     been established in the last couple of years and are now going through a phase of ma-
     turity, in which the review of the network’s objectives and success factors is of growing
     importance.
     Public relations: It is often difficult to communicate the various benefits of networking
     initiatives to the public. Intellectual capital reports can offer stakholders (politics, public
     administration) valuable insights into the structures that have often been supported with
     public funding.




                                                4
The RICARDA Methodology
Within the RICARDA project a basic model for the intellectual capital reporting of regional,
technology-oriented networks was developed. It is based on existing methods for intellectual
capital reporting on the level of companies and complementary research on existing instru-
ments for the management and evaluation of networks (see diagram below)

Table 2: RICARDA basic model for intellectual capital reporting


                  The process of ICR – the basic model
                                                               Need for Change through
                                            Dynamics           exogenous shocks
                                                               - Social Trends
                                                               - Economic Trends
                                                               - Political Trends
                                                               - Technological Trends


                               Network Objectives
                                                           repositioning
                                                            of network
                                                       c


                  reflecting                                    aligning


                                                                     Knowledge
                                                                     Resources               Knowledge
                                                                                             Resources
         Outcomes                                                     - Human Capital
                                                                      - Structural Capital
                                                                      - Relational Capital
                                        implementing
                                                                       Source: Joanneum Research
    Deutsches Institut für Urbanistik



Network objectives, the network’s intellectual capital and the results of the network are main
elements of the basic model. These three elements are closely linked together. The intellec-
tual capital should be focused according to the network’s objectives. It contributes – in its
three dimensions of human, structural and relational capital – as knowledge resources to the
concrete outcomes of the network. Those must be compared with the network’s objectives
defined beforehand.
A further assumption of the base model is the variability of network objectives in time. Rele-
vant trends in the network’s environment need to be considered. Trends in technological de-
velopment, in the economy as well as political expectations or policy measures influence the
network’s activities. They might require an adaptation of the network and thus a change or an
adjustment of its objectives.

Process
The process of intellectual capital reporting for the VDC was carried out by a working group
of selected network members and management. It was organized and moderated externally
by the German Institute of Urban Affairs (Difu). An advisory board, consisting of experts from
the field of intellectual capital reporting supported the ongoing work.3 The work was orga-
nized along the RICARDA ICR toolbox that had been developed in the first phase of the pro-
ject. The following diagram gives an overview of the stages of the process.




3
    See appendix for a list of working group and advisory board members.

                                                                       5
Table 3: Process of intellectual capital reporting



        Process of Reporting Intellectual Capital for VDC

          Workshop 1: VDC – Objectives and Trends? (24.07.2006)
          Identification of network objectives and analysis of trends

          Workshop 2: What factors contribute to VDC‘s success and how can
          these factors be measured? (16.09.2006)
          Identification of success factors (e.g. intellectual capital) and indicators

          Data gathering: VDC members‘ survey/ documents of network
          management (10/12.2006)

          Workshop 3: Presentation of results and assessment of status quo
          (16.01.2007)
          Assessment of status quo with regard to intellectual capital and
          discussion of potential for change

          Editing Intellectual Capital Report (02.2007)


 Deutsches Institut für Urbanistik



The work was organized in a series of workshops. In the center of the first workshop was a
review of the network’s objectives. This contained three steps. First, in an analysis of the
status quo the objectives laid down in VDC’s statutes were commented upon and amended
regarding aspects that had emerged in the course of the network’s practical work. An analy-
sis of trends was carried out in a brainstorming on the future requirements for VDC by
changes in the environment in terms of technology, economy, public funding and regional
politics. The results of this second step were reflected and commented by the workshop’s
participants in terms of necessary changes and additions to the network’s objectives. The
results of this exercise were consolidated into revised network objectives by Difu. Objectives
and their rationale were then communicated for comments to members of the working group.
The second workshop focused on the issue of intellectual capital. The guiding question was
what aspects of human, structural and relational capital are important resources for the at-
tainment of the network’s objectives. In addition to that, possible indicators for measuring
these critical aspects were identified. Starting point was a list of “success factors” that had
been compiled by research partners of the RICARDA project and possible indicators for re-
gional, knowledge-intensive networks. This list was modified substantially in the course of
discussions within the working group. For the level of network objectives VDC-specific indica-
tors were developed in the same manner on the basis of an initial, generalized list. In a final
group exercise network objectives and success factors were linked according to supposed
causal relationships.
After these two workshops a phase of data gathering in the form of a members’ survey took
place. The response rate of this survey was 42%. Parallel to the survey an analysis of docu-
ments of the network management was carried out. This phase served to gather the concrete
values for the indicators on network objectives and relevant intellectual capital (“success fac-
tors”).
The interpretation of gathered indicator values took place in a third workshop. In a group ex-
ercise the data regarding the status quo of success factors and network objectives was as-
sessed regarding their relative degree of attainment.




                                                            6
Outlook
The following chapter presents the intellectual capital report for the Virtual Dimension Center.
Its results will be used for the formulation of the work program of this network (2007-2010).
Besides informing this mid-term action plan the process has developed the basis for a regu-
lar monitoring of the network’s actitivies: VDC’s management is dedicated to update the indi-
cators identified in the intellectual capital report on a regular basis.
On the level of the RICARDA-project the experiences from the process of formulating the
intellectual capital report, also in the other three RICARDA regions, will inform the revision
and refinement of the tools developed so far. They will be presented in a manual for the ap-
plication of intellectual capital reporting for regional, knowledge-intensive networks by the
project consortium by the end of 2007.




                                               7
2. Intellectual Capital Report for VDC: Results

2.1 Overview: Network Objectives and Success Factors
In the process of intellectual capital reporting five network objectives were defined for VDC.
Regarding the intellectual capital contributing to the achievement of these objectives eleven
factors of human, structural and relational capital could be identified. For both, network ob-
jectives and success factors, the VDC-specific rationale was worked out. The indicators to
measure network objectives and success factors can be found in the annex.

Table 4: Network objectives and their rationale:
Objective                        Rationale

O 1: Development as a sys-
                                 The companies, research and training institutions organized in the
tem provider for Virtual Real-
                                 VDC offer a broad competence spectrum in the fields of virtual real-
ity (VR) and Collaborative
                                 ity (VR) and collaborative engineering (CE). Regarding the increase
Engineering (CE) solutions
                                 of knowledge creation it is VDC's aim to connect these competen-
                                 cies in joint products/services and projects. Thus VDC will be able to
                                 present itself more as a system provider (hardware, software, con-
                                 sulting) in the technology fields of VR and CE.

O 2: Introduction of VR and
                                 The improvement of knowledge diffusion should be optimized espe-
CE in SMEs
                                 cially in regards to SMEs. For this group of companies the potential
                                 benefits by an increased use of VR and CE technologies are often
                                 not realized due to specific obstacles linked to the size of these busi-
                                 nesses. The path taken presently to increase the interest of compa-
                                 nies in the services of the VDC via specifically targeted, low-
                                 threshold demonstration and consulting offers should be intensified.

O 3: Assessment of technol-
                                 VDC’s activities include monitoring the developments in the area of
ogy and market trends
                                 VR and CE technology. The objective is to continuously assess new
                                 technology trends, their effects on businesses as well as emerging
                                 market trends and to analyze those regarding VDC’s own activities
                                 and its members.

O 4: Establishment of a sus-
                             The joint infrastructure of VDC (VDC-office) and its services are a
tainable communication plat-
                             basic requisite for networking. An important factor for the establish-
form for VR and CE
                             ment of sustainable structures is the strategic development of VDC's
                             membership base. In this process financial and even more impor-
                             tant, functional aspects must be observed.

O 5: Increased management
                                 VDC’s office increases its capacities for the management of exter-
of projects
                                 nally funded projects in the field of research, development and the
                                 application of VR-technology in order to strengthen the network’s
                                 financial resources, the size of its management team and its compe-
                                 tencies and to offer its members opportunities for participation in
                                 these projects. It is an objective that VDC acts as a lead part-
                                 ner/coordinator more often.




                                                  8
Table 5: Intellectual capital: Success factors and their rationale
Success Factor             Rationale

Human Capital

HC 1: Balanced mem-        The membership structure is the basis for the competencies within VDC
bership structure          and at the same time the financial foundation of its networking activities.
                           A balanced membership structure means that the participating organisa-
                           tions represent the value chain of VR-technology (research, providers of
                           soft- and hardware, training and further education). It also contains VR
                           users from SMEs to large enterprises – the latter being important multi-
                           pliers. Regarding the geographic distribution a mix from locally and re-
                           gionally based members and relevant domestic and foreign members is
                           aimed at.

HC 2: Members repre-       VDC’s member organisations are predominantly represented by relevant
sented by decision         decision makers (CEOs, head of department, departmental chairs etc.).
makers                     This ensures members’ steady commitment regarding VDC’s activities,
                           contributes to fast decision making and is an important requisite that
                           members’ resources are allocated to the network.

HC 3: Motivated and        Motivated and committed members support VDC’s work with their spe-
committed members          cific comptencies in both work and deed, contribute to developing the
                           network’s activities and use VDC’s infrastructure. Motivation and com-
                           mitment are important prerequisites for the functioning of the VDC.

Structural Capital

SC 1: Intensive internal   For an intensive exchange of information between members and the
information exchange       VDC’s management and among members themselves adequate tools
                           must be available (newsletter, network meetings, survey of members’
                           needs). This information exchange is a prerequisite for the spontaneous
                           as well as systematic development of common activities, the develop-
                           ment of new knowledge and learning opportunities.

SC 2: Culture of coop-     The culture of cooperation within the VDC network manifests itself in
eration                    collective activities among its members. The range of these activities
                           goes from joint presentations for prospective costumers, joint market
                           and technology studies to joint projects of varying complexity. Thus a
                           strong culture of cooperation is a prerequisite for the creation of network
                           benefits.

SC 3: Innovative struc-    Through its technological specialization, range of services, e.g. its dem-
tures                      onstration centre, and its members' excellence in the field of VR tech-
                           nology VDC is a unique institution. Thus it offers innovative structures
                           that generate positive effects regarding the further development of prod-
                           ucts and services for technology transfer.

SC 4: Competence           The network’s professional management must have managerial as well
team network man-          as technical know-how in order to deliver VDC’s broad array of services
agement                    and to successfully coordinate network activities. VDC’s management
                           team should also possess consulting know-how. The development of
                           personnel in terms of quantity and qualifications must correspond to the
                           development of the network’s tasks.




                                                  9
Relational Capital

RC 1: Sound embed-         VDC is in contact with relevant institutions and decision makers on the
ding into the regional,    local, regional and national level that can support its activities. Of ex-
national and European      traordinary importance is the political and financial support by the city of
innovation system          Fellbach in which VDC’s offices are located and the close contact with
                           the Stuttgart Region Economic Development Corperation. Through the
                           integration in the regional competence center program the VDC receives
                           professional support, better access to project partners and funding and
                           enjoys better visibility.

RC 2: Cooperation with     Through cooperations with other networks and cluster initiatives in the
other networks and         Stuttgart Region as well as on a national or international level VDC’s
cluster organisations      management opens up possibilities for its operations and its members.
                           An increased cooperation with networks specialized on specific
                           branches (e.g. automotive) offers the opportunity to develop new fields
                           for the application of VR technology. Thus VDC can benefit from access
                           to new information, prospective partners and increases its visibility.

RC 3: Public relations     At VDC a variety of tools for public relations is in place. They support the
                           visibility of VDC’s activities and are a prerequisite for the acquisition of
                           projects, potential members and customers and the continuing support
                           of political and administrative stakeholders.

RC 4: Systematic cus-      In order to focus and elaborate its activities VDC monitors its services
tomer feedback             with the help of a systematic customer feedback. External evaluations
                           can contribute important additional information.

Financial Ressources (in addition to Intellectual Capital)

F 1: Sound financial       VDC’s budget consists mainly of institutional support by the City of Fell-
basis                      bach, membership fees, revenues for its services and acquired project
                           funding. A stable development of VDC’s revenues is a prerequisite for all
                           network activities.




                                                  10
2.2 Overview: Interrelations of Network Objectives and Success Factors
The following table shows suggested interrelations of network objectives and those factors of
intellectual capital regarded as critical for success. It contains the joint assessment of the
participants of the the second workshop.

Table 5: Interrelations of network objectives and success factors




                                                                                                                                                  tainable communication plat-
                                                        tem provider for VR and CE-




                                                                                                                                                  O 4: Establishment of a sus-
                                                                                                                    O 3: Assessment of technol-




                                                                                                                                                                                 O 5 Increased management
                                                        O 1: Development as a sys-


                                                                                      O 2: Introduction of VR and
                         Network Objectives




                                                                                                                    ogy and market trends




                                                                                                                                                  form for VR and CE
                                                                                      CE in SMEs




                                                                                                                                                                                 of projects
                                                        solutions
Success Factors
HC 1: Balanced membership structure                     X                             X                             X                             X

HC 2: Members represented by decision makers            X

HC 3: Motivated and committed members                   X                                                                                         X

SC 1: Intensive internal information exchange                                                                       X                             X

SC 2: Culture of cooperation                            X                                                                                         X                              X

SC 3: Innovative structures                             X                                                           X                             X

SC 4: Competence team network management                X                                                                                                                        X

R 1: Sound embedding into the regional, national                                      X                                                                                          X
and European innovation system

R 2: Cooperation with other networks and cluster                                                                    X                                                            X
organisations

R 3: Public relations                                   X                             X                                                                                          X

R 4: Systematic customer feedback                       X                             X                                                           X

FC 1: Sound financial basis                             X                             X                             X                             X                              X

This table shows that, according to the working group, individual factors of intellectual capital
are interlinked with network objectives in different ways. Factor „balanced membership struc-
ture“ shows the most influence on the defined objectives (four linkages), closely followed by
„Culture of cooperation“, „innovative structures“ and „systematic costumer feedback“ (three
linkages). A sound financial basis is required for all objectives.
Is the perspective how many success factors are linked to a specific network objective,the
following can be stated: Most factors influence the objective „development as a system pro-
vider for VR and CE solutions“, followed by „establishment of a sustainable communication
platform for VR and CE“. These two objectives seem to show the most prerequisites, accord-
ing to this heuristic analysis.




                                                   11
2.3 Network Objectives: Individual Results

This chapter lists rationale, the results of the data gathering (amongst others: members’ sur-
vey) and an assessment for each network objective. This rationale, related indicators and
assements of the network objectives presented here as well as for the network’s success
factors presented in the following chapters are products of worksin which network manage-
ment and members were represented. In the workshop the participants were asked to give
an opinion on the value to which the respective network objective or success factor has been
achieved in terms of quantity and quality. The following scale was used:
        Attainment of network objective/success factor…
        0%     not measurable/not present
        30% partially sufficient
        60% mostly sufficient
        90% always/entirely sufficient
        120% more than necessary (indicates potential for reduction of efforts)


Objective 1:    Development as a system provider for virtual reality (VR) and collabo-
                rative engineering (CE) solutions

Definition      The companies, research and training institutions organized in the VDC
                offer a broad competence spectrum in the fields of virtual reality (VR) and
                collaborative engineering (CE). Regarding the increase of knowledge crea-
                tion it is VDC's aim to connect these competencies in joint prod-
                ucts/services and projects. Thus VDC will be able to present itself more as
                a system provider (hardware, software, consulting) in the technology fields
                of VR and CE.

Results         The validity of this objective is clearly     Number of introduction projects for VR
                supported by the results of the mem-          (private and public sector)
                bers’ survey: 90% of the responding             2004      2005       2006     Trend
                members agree that VDC as demon-
                                                                 0          1          2
                stration centre for the potentials of VR
                                                             Source: Network Management VDC
                and CE is especially suited to contrib-
                ute to the further deliverance of these
                technologies.
                A first step toward this objective are
                projects in which technology providers
                from VDC’s membership under the
                management of VDC jointly introduce
                VR-technologies in the private and
                public sector. In the last two years first
                projects of this kind could be imple-
                mented, though not in the specifc tar-
                get group of SMEs. The average size
                of these projects was around EUR
                100.000.




                                                 12
Assessment     The objective to pool members’ compe-                                     Level of achievement
               tencies to develop into a system pro-                           Development as a system provider for VR and
               vider for VR entails many prerequisites.                                       CE-solutions
               As first projects to introduce VR tech-
               nology were implemented initial steps
               towards this objective have been taken.                                                                    Quality

               But the share and „systemic character“                                                                     Quantity


               of these projects is only partially suffi-
               cient.
                                                                           0                30         60    90     120


                                                                   Deutsches Institut für Urbanistik




Objective 2:   Introduction of VR and CE in SMEs

Rationale      The improvement of knowledge diffusion should be optimized especially in
               regards to SMEs. For this group of companies the potential benefits by an
               increased use of VR and CE technologies are often not realized due to
               specific obstacles linked to the size of these businesses. The path taken
               presently to increase the interest of companies in the services of the VDC
               via specifically targeted, low-threshold demonstration and consulting offers
               should be intensified.

Results                New customers: SMEs using VDC services and products for the first time
                                         (ratio of these SMEs to all users)
                                                           2004                        2005                 2006          Trend
                                                             5                           43                 761
                Events
                                                            36%                         49%                 42%
                                                             3                           2                   4
                Lease of Conference Rooms
                                                           100%                         22%                 40%
                Demonstration Centre                         3                              –                2
                (stationary VR-equipment)                   75%                             –               50%
                                                             1                         4                      5
                Mobile VR-Equipment
                                                           100%2                     100%2                  100%2
                1
                 2006 including large events „Intuition“ and „Design Process“.
                2
                 This service is only offered to new customers. Subsequent lease of equipment is provided via VDC
                member firm.
               Source: Network Management VDC


               The members’ survey underlines the significance of SMEs as a target group for
               VDC’s activities: 84% of members responding share the opinion that small and
               medium enterprises must improve their use of VR and CE.
               The indicator values underline that events – and to a far lesser extent the station-
               ary and mobile demonstration centre – are suitable to allow SMEs first encounters
               with VDC’s activities.




                                                      13
Assessment     VDC has successfully started to intro-
               duce VR and CE with SMEs. They re-                                      Level of achievement
                                                                                Introduction of VR and CE in SMEs
               spond to respective information and
               consulting services. The quality that
               could be attained is regarded as good.
               But further SMEs must be acquired as                                                                    Quality
               members. The objective to introduce                                                                     Quantity

               VR and KE with SMEs was therefore
               only partially fulfilled so far.
                                                                    0                30             60   90     120


                                                            Deutsches Institut für Urbanistik




Objective 3:   Assessment of technology and market trends

Rationale      VDC’s activities include monitoring the developments in the area of VR
               and CE technology. The objective is to continuously assess new technol-
               ogy trends, their effects on businesses as well as emerging market trends
               and to analyze those regarding VDC’s own activities and its members.

Results        The members’ survey underlines the importance of a sound overview on techno-
               logical trends in the field of VR and CE: 83% of soft- and hardware providers and
               consultants organized in VDC do view it as indespensable (the value being 60%
               for all members).
               65% of the responding members do share the view that VDC can support them to
               continuously assess the general trends in the field of VR and CE (technology de-
               velopments, effects on businesses). For the group of technology users among the
               members the value is slightly lower (50%), for the group of suppliers, slightly
               higher (67%).

               The number of events offered by VDC           VDC events on future trends
               featuring future trends has clearly risen.
               In the year 2006 studies on trends and            2004                      2005          2006         Trend
               market opportunities were carried out
               for the first time, to support the devel-
                                                                     1                          7         9
               opment of a future strategy.
                                                            Source: Network Management VDC


                                                            Studies on Technology Trends and Mar-
                                                            ket Opportunities
                                                            Study in conjunction with FAZIT project
                                                            Study on mechanical engineering sector

Assessment     VDC has mostly succeeded to assess
               developments in the field of VR and CE                            Level of achievement
                                                                        Assessment of technology and market trends
               technology adequately. By augmenting
               the team of the professional network
               management (technical director) efforts
               regarding this objective can be further                                                                 Quality
               improved.                                                                                               Quantity




                                                                    0                30             60   90     120


                                                            Deutsches Institut für Urbanistik




                                               14
Objective 4:   Establishment of a sustainable communication platform
               for VR and CE

Rationale      The joint infrastructure of VDC (VDC-office) and its services are a base
               requisite for networking. An important factor for the establishment of sus-
               tainable structures is the strategic development of VDC's membership
               base. In this process financial and even more important functional aspects
               must be observed.

Results        The members’ survey underlines the importance of VDC’s communicative func-
               tion. 79% of its members agree with the statement that the exchange of informa-
               tion with (other) firms and research institutions active in the field of VR and CE is
               of high importance for their respective business activities. Of those members ac-
               tive in these technologies (research, [further] education, providers and users) 86%
               agree.
               It also becomes clear that the goal has been largely reached: 85% of all members
               answering the survey do share the opinion that VDC offers its members various,
               attractive opportunities for communication. Those members that are active in the
               focussed technologies agree with a rate of 86%.
               A view on the intensity of use and the perception of usefulness of individual in-
               struments that constitute the communication platform (events, contact brokerage,
               newsletter, homepage) shows that their success varies clearly (see also below
               structural capital: intensive internal information exchange).

Assessment     In the last years VDC has managed to                            Level of achievement
               create structures for a networking of its            Establishment of a sustainable communication
               members. Thus a sustainable commu-                             platform for VR and CE
               nication platform was created, the basic
               structures of which are considered to be
               entirely sufficient. Some individual as-                                                        Qualität
               pects can be improved. This is true e.g.                                                        Quantität

               for the internet platform, the extent to
               which large companies are integrated
               and the way in which potential competi-             0                30         60   90   120
               tion between members is addressed.
               The quality of communication is there-      Deutsches Institut für Urbanistik


               fore deemed to be mostly sufficient.



Objective 5:   Increased management of projects

Rationale      VDC’s office increases its capacities for the management of externally
               funded projects in the field of research, development and the application of
               VR-technology in order to strengthen the network’s financial resources, the
               size of its management team and its competencies and to offer its mem-
               bers opportunities for participation in these projects. It is an objective that
               VDC acts as a lead partner/coordinator more often.




                                               15
Results      The overview about the participation       Participation of VDC in public funded
             of VDC in public funded research,          research, development and application
             development and application projects       projects1
             shows a considerable positive trend.                                           ´04        ´05        ´06         Trend
             The figures for 2006 do include three
                                                        Total                               1          7          9
             large EU-funded projects which have
             a longer duration. This enables VDC        Lead VDC                            2          2          4
             to strengthen its technical know-how       1
                                                         Critirion: Start date of project
             with new personnel in the VDC of-         Source: Network Management VDC
             fices.


Assessment   The extent to which VDC is involved
             in projects is considered entirely suf-                               Level of attainment
                                                                            Increased management of projects
             ficient. With the present structures in
             regard to network management and
             membership more engagement in this
             area seems not feasible. Improve-
                                                                                                                              Quality
             ments are possible with regard to                                                                                Quantity

             qualitative aspects. Present activities
             are focussed on technical competen-
             cies of the network. Other competen-
             cies could be involved to a larger                 0                30               60         90         120


             extent. Future projects should be          Deutsches Institut für Urbanistik
             selected with regard to competencies
             gained and structural improvements
             for the network rather than financial
             aspects. All in all the present quality
             of project activities is regarded as
             mostly sufficient.




                                             16
2.4. Success Factors in Human Capital: Individual Results

This chapter lists the success factors regarding human capital, their respective rationale,
indicator data gathered and a summative assessment.

HC 1            Balanced membership structure

Rationale       The membership structure is the basis for the competencies within VDC and
                at the same time the financial foundation of its networking activities. A bal-
                anced membership structure means that the participating organisations rep-
                resent the value chain of VR-technology (research, providers of soft- and
                hardware, [further] education). It also contains VR users from SMEs to large
                enterprises – the latter being important multipliers. Regarding the geo-
                graphic distribution a mix from locally and regionally based members and
                relevant domestic and foreign members is aimed at.

Results         VDC shows a steady increase in                Number of VDC-Members
                members. Starting with 22 members in              2004       2005         2006        Trend
                its year of foundation (2003) this figure
                has more than doubled to 50 by the                 29         39           50
                end of 2006.                                 Source: Network Management VDC


                The fluctuation of members is small:          Share of members leaving VDC
                VDC had only very few members leav-               2004       2005         2006        Trend
                ing the network. A fact that can be               10%         3%           2%
                regarded as positive.                        Source: Network Management VDC, own calculation



                VDC brings together research and              Members by field of activity1
                technology transfer institutions, institu-    Research/ technology transfer in          13%
                tions of training and further education       VR/CE
                as well as providers of VR and CE             Training and further education in          9%
                technology. Users or potential technol-       VR/CE
                ogy users, other companies (e.g. busi-
                                                              Provider VR/CE (software, hard-           23%
                ness services) and municipalities (cit-       ware, consulting)
                ies of Fellbach and Stuttgart) and pub-
                                                              Users or potential users of VR/CE         19%
                lic institutions (e.g. Chamber of Indus-
                try and Trade). An overview on the            Other companies                           19%
                different groups shows that VDC`s             Other non-profit-making or public         13%
                membership base covers these differ-          institutions
                ent fields of activity quite evenly. Thus     Others                                     4%
                VDC assembles in an ideal way the             1
                                                               Members were grouped by main focus of activity.
                different groups of a „cluster“.              The field of activity of an individual member may
                                                              cover more than one category.
                                                             Source: Network Management VDC and members’
                                                             survey




                                                17
             The results of the members’ survey           Average number of employees in 2005
             included information on the member           Up to 10                                                 33%
             firms’ size and employees’ qualifica-
                                                          11-50                                                    25%
             tions. Those firms that disclosed data
             cover a broad range in terms of num-         51-250                                                   25%
             ber of employees and annual turnover:        Above 250                                                17%
             from start-ups to large companies. This     Source: Members’ Survey VDC
             is true for technology providers as well
             as for (potential) users. About two third
             of those member firms do have a per-
             centage of employees with university
             diploma of 60% or more. And 40% of
             these firms report even a percentage
             of 80% and more.

             In terms of the geographic composition       Location of VDC-members
             it can be stated, that almost two thirds     Stuttgart Region                                         72%
             of VDC’s members are based in the
                                                          Other parts of Bad.-Württ.                                9%
             Stuttgart Region (thereof about 50% in
             the city of Fellbach). The remainder is      Other parts of Germany                                   15%
             based in other parts of the state of         Abroad                                                    4%
             Baden-Württemberg (9%) , Germany            Source: Members’ Survey VDC
             (15%) or UK and Hungary (abroad
             4%).                                         Main market area
             Business contacts of members mostly          (only providers and users of VR/CE)
             go beyond the Stuttgart Region. In           Stuttgart Region/ Bad.-Württ.                            31%
             terms of their main markets those            Other parts of Germany                                   38%
             members providing or using VR-               Abroad                                                   31%
             technologies show a regional (here          Source: Members’ Survey VDC
             Stuttgart Region and State of Baden-
             Württemberg), national or international
             focus. The share of these orientations
             is roughly evenly distributed.

Assessment   The regional base of most members is
             an important prerequisite for the net-                                   Level of attainment
                                                                                Balanced membership structure
             work. It facilitates close interactions.
             The participation of members based
             outside the region as well as national
             and international business links pre-                                                               Quality

             vent lock-in effects. The quality of the                                                            Quantity


             membership structure is considered as
             relatively well balanced. Further mem-
             bership of companies that apply VR                  0                30         60   90       120

             and CE technologies is regarded as
                                                         Deutsches Institut für Urbanistik
             desirable. Especially large companies
             could act as “good practice” examples
             for the target group of SMEs. Thus
             membership growth focussed on qual-
             ity is regarded as desireable.




                                             18
HC 2         Members represented by decison makers

             VDC’s member organisations are predominantly represented by relevant
             decision makers (CEOs, head of department, departmental chairs etc.).
             This ensures members’ steady commitment regarding VDC’s activities, con-
             tributes to fast decision making and is an important requisite that members’
             resources are allocated to the network.

Results      As can be seen in the neighboring             Members: function of contact person
             table it is true for most members that        Executive level                                         64%
             the responsible contact person for
                                                           Technical directors                                     15%
             VDC is from the executive level
             (CEOs, board members, institute direc-        Others                                                  21%
                                                          Source: Network Management VDC
             tors) or – especially in the case of large
             enterprises and universities – the per-
             son in charge of the technology field of
             VR or CE.

Assessment   The share of decision makers from the
             executive level and technical depart-                                 Level of attainment
                                                                         Members represented by decision makers
             ments is considered to be entirely suf-
             ficient.

                                                                                                                    Quality
                                                                                                                    Quantity




                                                                    0                30          60    90    120


                                                            Deutsches Institut für Urbanistik




                                                          Comment: No qualitative assessment



HC 3         Motivated and committed members

Rationale    Motivated and committed members support VDC’s work with their specific
             competencies in both work and deed, contribute to develop the network’s
             activities and use VDC’s infrastructure. Motivation and commitment are im-
             portant prerequisites for the functioning of the VDC.

Results      One way to measure motivation and             Members: Participation in annual meeting
             involvement is the degree of participa-           2004                       2005        2006         Trend
             tion in VDC’s activities. Here the data
             reveals a mixed picture: Only about                83%                        53%        54%
             half of all members take part in the         Source: Network Management VDC
             annual meetings thus making use of
             their decision rights as offered by the       Members: Participation in workshops and
             law on associations.                          thematic events
             On the other hand participation in the            2004                       2005        2006         Trend
             thematic work is constantly increasing.            13%                        36%        42%
             It is a positive signal that a large share    1
                                                            Participant lists were not available for all events.
             of members takes an active part (e.g.
                                                          Source: Network Management VDC




                                             19
                acting as a speaker, offering rooms         Members: Active involvement in work-
                and other resources) in thematic activi-    shops and thematic events
                ties offered by VDC’s management.             2004                         2005        2006         Trend
                The members’ survey indicates that             10%                         31%         38%
                there is a propensity for an even larger   Source: Network Management VDC
                involvement: 63% of all responding
                members would like to increase coop-
                eration with other members of VDC.
                For the group of technology providers
                or users this percentage is even at
                71%.

Assessment      Members’ involvement and motivation
                is considered to be mostly sufficient in                                Level of attainment
                                                                                Motivated and committed members
                terms of quantity. Potentials for im-
                provement lie in a better integration of
                those “on the shopfloor”. The mem-
                bers’ contributions are considered to                                                                Quality
                be entirely positive.                                                                                Quantity




                                                                     0                30          60    90    120


                                                             Deutsches Institut für Urbanistik




Human Capital   Network manager Jens Mohrmann reports:
in Practice     Members recruit new members
                International contacts of a member firm led to a Norwegian company that recently
                joined the VDC. On the occasion of a TechNet-Alliance –Meeting organized by
                VDC’s founding member CADFEM we had the opportunity to meet Ceetron ASA’s
                managing director Dr. Tor Helge Hansen. Dr. Hansen wanted to intensify his busi-
                ness links with Germany and was looking for a supporting network. VDC was able
                to help him – besides further business contacts – to establish a German subsidiary,
                to recruit new employees and to find adequate office space.




                                               20
2.5 Success Factors of Structural Capital: Individual Results

SC 1         Intensive internal information exchange

Rationale    For an intensive exchange of information between members and the VDC’s
             management and among members themselves adequate tools must be
             available (newsletter, network meetings, survey of members’ needs). This
             information exchange is a prerequisite for the spontaneous as well as sys-
             tematic development of common activities, and the development of new
             knowledge and learning opportunities.

Results      Two instruments that support the infor-        Number of newsletter editions
             mation exchange between VDC`s man-              2004        2005      2006      Trend
             agement and its members as well as
             among members themselves are the                  4          6         13
             newsletter and VDC’s homepage.                Source: Network Management VDC

             The members’ survey indicates an inten-
             sive use of the newsletter: almost half of
             the answering members reads it regu-
             larly, another third occasionally – while
             the benefit of this media for information
             exchange is perceived to be mostly posi-
             tive.

                        Share of members using VDC’s information oriented services (in %)
                                                often        occasionally         never      don’t know
              Newsletter                        47%                26%            21%           5%
              Homepage                          17%                39%            39%           7%
              Brokerage of Contacts             25%                60%            10%           5%
              Events                            20%                65%            10%           5%
             Source: Members’ Survey VDC


                 Members’ perception of usefulness of VDC’s information oriented services (in %)
                                             very useful        useful          not useful   don’t know
              Newsletter                        30%                55%             5%          10%
              Newsletter
                                                36%                57%             7%           0%
              (often or occasional users)
              Homepage                          10%                45%            30%          15%
              Homepage
                                                20%                70%            10%           0%
              (often or occasional users)
              Contact brokerage                 55%                30%             5%          10%
              Contact brokerage
                                                65%                29%             0%           6%
              (often or occasional users)
              Events                            20%                65%            10%           5%
              Events
                                                18%                76%             6%           0%
              (often or occasional users)
             Source: Members’ Survey VDC


             The members’s survey made clear that the service of contact brokerage by VDC’s
             network management is a service that almost all answering members use, at least
             occasionally. It is regarded as very useful by a very high share of the members. The-
             matic events do show a similar popularity but were graded mostly as useful.




                                               21
             In addition to thematic events and the         Number of internal meetings
             association’s regular board meetings,          (in the context of projects etc.)
             internal meetings do provide further op-           2004                      2005            2006           Trend
             portunities for information exchange.
                                                                    2                          14          21
                                                           Source: Network Management VDC


Assessment   Regarding the intensity and quality of the
             services for internal communication the                                  Level of attainment
                                                                           Intensive internal information exchange
             situation is regarded as mostly sufficient.
             Potentials to improve things are the Inter-
             net (e.g. introduction of a members’
             area) and the attendance at thematic                                                                         Quality
             events.                                                                                                      Quantity




                                                                   0                30               60   90       120


                                                           Deutsches Institut für Urbanistik




SC 2         Culture of cooperation

Rationale    The culture of cooperation within the VDC network manifests itself in collec-
             tive activities among its members. The range of these activities goes from
             joint presentations for prospective costumers, joint market and technology
             studies to joint projects of varying complexity. Thus a strong culture of coop-
             eration is a prerequisite for the creation of network benefits.

Results      A prerequisite of cooperations and trust are regular contacts – be it in customer-
             supplier relationships, through joint research and development or information ex-
             change. The members’ survey asks for contacts to other network members. At the
             time of the survey the network had 48 members. On average the answering VDC
             members have regular contacts with about 27% of the other members. This is an
             average for very different individual contact intensities. The causality of the VDC for
             each regular contact was also asked. About each fifth contact (21%) was caused by
             VDC.
             The focus on the various member groups gives a differentiated picture. The group of
             technology providers shows a number of regular contacts that is well above average
             (41%). But only each tenth of these contacts was caused by VDC. The contact den-
             sity of (potential) technology users is relatively low – this is true with regard to other
             users (18%) as well as with regard to technology providers (19%). Almost half of
             these relatively few contacts, on the other hand, have been caused by VDC (46%).
             The biggest impact of VDC in bringing members together can be observed for con-
             tacts among the group of (potential) technology users (88%).

              Regular contacts among members
              Do have regular contacts to…                                          …share of other members
                                                                                               all               via VDC
              All responding members1 (n=19)                                                   27%                21%




                                                22
 Regular contacts to selected groups/ among selected groups of members
 Average regular contacts          …to technology         …(potential) tech-        …to technology
 of member of…                     providers              nology users              users and provid-
                                                                                    ers
                                                   via                     via                         via
                                     all                      all                        all
                                                  VDC                     VDC                         VDC
 Responding technology
 providers1 (n=8)                   41%           11%        29%          30%          38%            16%

 Responding (potential)
 technology users (n=5)             19%           26%        18%          88%          18%            46%
 1
   Technology providers: Members in the activity fields research/ technology transfer, training and fur-
 ther education and firms providing VR and CE technology (hard and software, consulting)
Source: Members’ Survey VDC
In terms of the nature of regular contacts joint reseach and development activities (11%) are
still of minor importance. Customer-supplier relationships are more common (32%). Most
contacts ware classified as “other (e.g. information exchange)”.

 Nature of contacts among members1
 …customer/supplyer                                                                            32%
 …R&D                                                                                          11%
 …Other (e.g. information exchange)                                                            64%
 1
  Multiple answers were possible
Source: Members’ Survey VDC


Another indicator for the degree of cooperation between members is their involve-
ment in joint projects of VDC. This was also asked in the members’ survey. About
half of the members participates occassionally (47%), far less is the percentage of
members participating often (12%). Those members that did take part in these activi-
ties of VDC did rate those as very useful or useful. The overall view from all respon-
dents is less positive, though.

                   Share of members participating in projects of VDC (in %)
                                              often      occasionally         never             don’t know
 Participation in project work…               12%             47%                35%                 6%
Source: Members’ Survey VDC


                 Members’ perception of usefulness of VDC’s projects (in %)
                                           very useful      useful          not useful          don’t know
 Project work is…                             22%            33%                22%                  22%
 Projekt work is…
                                              40%            50%                10%                  0%
 (often or occasional users)
Source: Members’ Survey VDC


Members were also asked about their perception of the cooperation culture in VDC.
60% of the respondents did agree with the statement that the cooperation culture in
VDC network is very prominent. About each fourth said that they could not give an
assessment. For the group of technology providers and users the rate of agreement
drops to 50%. 29% of those members do not share this opinion.




                                            23
Assessment   Overall, VDC’s cooperation culture with
             regard to the level of existing contacts is                                   Level of attainment
                                                                                          Culture of cooperation
             marked as partially sufficient. With re-
             spect to the qualitative dimension exist-
             ing cooperations are considered better.
             Both, information exchange and R&D                                                                          Quality
             activities are seen as in line with VDC’s                                                                   Quantity

             objectives. Future potential seems to lie
             in an increased member participation in
             joint projects.                                       0                30          60           90    120


                                                           Deutsches Institut für Urbanistik




Structural   Network manager Jens Mohrmann reports:
Capital in   Knowledge exchange between reseach and business world
Practice
             “Fellbach based VDC and its member firm Bernd Kußmaul GmbH (Ltd.), Weinstadt,
             are an example for knowledge exchange between reseach and the business world.
             Multiple interior parts of the Bugatti Veryon 16.4 car – “the world’s most expensive
             car” – were developed and prepared for production by VDC and member firms. Our
             information brokerage played a crucial part. Only through its intervention did Bernd
             Kußmaul and Visenso GmbH meet as two partners that complement each other
             perfectly when it comes to visualization technology. Bernd Kußmaul GmbH simulates
             and visualizes with the help of Visenso GmbH various stages of development not
             only for the Bugatti Veyron 16.4 but also for other innovative technological projects.
             Thus working in networks enables Bernd Kußmaul GmbH as an SME to offer its
             customers virtual reality and collaborative engineering technologies and to enhance
             its power to compete.”


SC 3         Innovative structures

Rationale    Through its technological specialization, range of services, e.g. its demon-
             stration center, and its members' excellence in the field of VR technology
             VDC is a unique institution. Thus it offers innovative structures that generate
             positive effects regarding the further development of products and services
             for technology transfer.

Results      This success factor contains the services as well as the technical excellence em-
             bodied in its membership structure. VDC offers a broad array of infrastructures and
             services.


                          Rate of Use for selected services of VDC by its members (in %)
                                                 often         occasionally                          never         don’t know
              Lease of Conference Rooms           6%                    47%                          41%                 6%
              Demonstration Centre                6%                    19%                          69%                 6%
              Mobile VR-Equipment                 6%                      6%                         81%                 6%
             Source: Members’ Survey VDC




                                                24
       Perception of usefulness of selected services of VDC by its members (in %)
                                      very useful        useful         not useful      don’t know
                                1
 Lease of Conference Rooms               16%              37%              32%             16%
                         1
 Demonstration Centre                    16%              26%              42%             16%
 Mobile VR-Equipment1                    16%              32%              32%             21%
 1
  Because of the small number of users no separate calculation of the perception of usefulness by the
 group of users was carried out.
Source: Members’ Survey VDC


VDC’s offices offer the leasing of conference rooms as well as stationary equipment
for VR simulations. The results of the members’ survey make clear that especially
this demonstration center is not used widely. The lease of mobile VR equipment is
relevant for an even smaller part of the respondents. The rates of use for these
services is far less than those documented for the network’s communication instru-
ments and the participation in joint projects (see above SC 1 and SC 2).

Another aspect of the VDC’s “innovative               Level of satisfaction with regards to
structures” is the technical excellence of            the technological knowledge that can
its members. The survey asked those                   be accessed via VDC…
members active in the field of VR and CE              …very satisfied                    8,3%
technologies about the level of satisfac-
                                                      …satisfied                       50,0%
tion with regard to the technological
know-how they can access via VDC.                     …not satisfied                   16,7%
More than half of the members are very                …don’t know                      25,0%
satisfied or satisfied.                              Source: Members’ Survey VDC


The success factor “innovative structures”            Introduction of innovations (2003-
implies having a closer look at the innova-           2005)
tion acitivities of those members active in           (members in research, providers and
research, providers or users of VR and                users of VR/CE technology)
CE.                                                   Product innovations (goods,
                                                                                                55%
55% of those members have introduced                  services)
product (goods or service) innovations in             Process innovations
the last three years (2003-2005). The                                                           90%
                                                      (e.g. manufacturing, distribution)
contribution of these products to the
                                                     Source: Members’ Survey VDC
overall turnover of the responding firms
differs. For most companies (58%) the
figure is about 21-40%. About one half of             Development of product innovations
companies with product innovations                    (2003-2005)
(56%) developed these products mainly                 (members in research, providers and
in the enterprise or enterprise group. 44%            users of VR/CE technology)
cooperated with other enterprises or insti-           Mainly own enterprise                     56%
tutions.
                                                      Mainly together with other enter-
                                                                                                44%
                                                      prises or institutions
                                                      Mainly other enterprises or insti-
                                                                                                0%
                                                      tutions
                                                     Source: Members’ Survey VDC




                                        25
             The introduction of new or significantly          Development of process innovations
             improved production processes took                (2003-2005)
             place in 90% of responding member                 (members in research, providers and
             firms. Half of these companies did mainly         users of VR/CE technology)
             develop these processes within their own          Mainly own enterprise                                           50%
             enterprise or enterprise group. 25% co-
                                                               Mainly together with other enter-
             operated mainly with other enterprises or                                                                         25%
                                                               prises or institutions
             institutions. Another 25% introduced
             processes that had been developed                 Mainly other enterprises or insti-
                                                                                                                               25%
             mainly by other enterprises or institutions.      tutions
                                                            Source: Members’ Survey VDC


             The members’ survey revealed also other findings relevant for innovation activities.
             The share of persons involved in R&D activities varies a lot between the responding
             firms. The average value is a R&D employment rate of 57%.
             During the period 2003-2005 three members have applied for patents. One member
             applied for registration of design patterns, two applied for trademarks. 75% of the
             responding members did take part in projects financed by the EU-Framework Pro-
             gramme for RTD.
             These figures show that collaborative innovation activities is already in place for half
             of the member firms in the field of product innovations.

Assessment   The technology oriented services offered
             by VDC (mobile and stationary demon-                                                Level of attainment
                                                                                                Innovative structures
             stration facilities) are rated as entirely
             sufficient in terms of their quantity and
             quality.
                                                                                                                              Qualität
                                                                                                                              Quantität




                                                                    0                30              60       90        120


                                                            Deutsches Institut für Urbanistik




SC 4         Competence team network management

Rationale    The network’s professional management must have managerial as well as
             technical know-how in order to deliver VDC’s broad array of services and to
             successfully coordinate network activities. VDC’s management team should
             also possess consulting know-how. The development of personnel in terms
             of quantity and qualifications must correspond to the developments of the
             network’s tasks.

Results      It can be observed that the number of personnel of VDC’s network management
             has remained constant during the last years, despite an increased activity level that
             is depicted in this report’s figures. In the member’s survey the request for higher
             technological capacities in VDC’s offices was articulated.




                                               26
             Number of employees in network management
                                                             2004                      2005          2006     Trend
             Total                                                  2                       5         5
             … background in business administration                2                       4         4
             … background in engineering                            1                       1         1
             Full time equivalents                                  2                       2        2,25
            Source: Network Management VDC


Rationale   The network management's managerial
            competencies are rated as entirely suffi-                           Level of attainment
                                                                        Competence team network management
            cient while a need for improved engi-
            neering competencies is articulated. The
            quantitative capacities are seen as only
            partially sufficient when compared with                                                               Quality
            the requirements caused by the level of                                                               Quantity

            activities.

                                                                0                30             60    90    120


                                                        Deutsches Institut für Urbanistik




                                              27
2.6 Success Factors of Relational Capital: Individual Results

RC 1         Sound embedding into the regional, national and European innovation
             system
Rationale
             VDC is in contact with relevant institutions and decision makers on the local,
             regional and national level that can support its activities. Of extraordinary im-
             portance are the political and financial support by the city of Fellbach in which
             VDC’s offices are located and the close contact with the Stuttgart Region
             Economic Development Corperation. Through the integration in the regional
             competence center program the VDC receives professional support, better
             access to project partners and funding and enjoys better visibility.

Results      In the view of the members the level of        VDC projects by source of funding
             achievement is already very high with
             regard to this success factor: 90% of the      Funding
                                                                         2004     2005       2006    Trend
             respondents agreed that VDC has estab-         by…
             lished close links with important institu-     Stuttgart
             tions and decision makers that support                        3        2          4
                                                            Region
             its operations.                                State
             Looking at the sources of funding for          Bad.-          0        0          0
             research, development and application          Württ.
             projects of VDC gives a differentiated
             picture. The financial support of the          Federal        0        0          0
             Stuttgart Region Economic Development
             Corporation (WRS) offered a suitable           EU             3        1          5
             framework to implement smaller ad hoc         Source: Network Management VDC
             projects without bureaucratic application
             procedures. The volume of these pro-
             jects is relatively small, though. The
             number of projects co-funded by WRS
             remained stable over time. The number
             of EU-funded projects has increased. As
             these projects tend to have a longer
             duration they offer a certain continuity to
             VDC’s budget. So far attempts to acquire
             federal or state project funding have
             been unsuccessful.

             The number of delegations received by          Number of Visits of Delegations to VDC
             regional, state or federal politicians has
             risen continuously over the last years.
                                                              2004        2005          2006        Trend
             On the one hand this signifies a high
             interest in VDC’s operations. On the
             other hand this documents that the at-              1          3            8
             tempt to promote VDC as a “good prac-         Source: Network Management VDC
             tice” example have been successful.
             For the further development a closer          Examples for Delegations to the VDC
             look into the cost-benefit ratio of such      2004: Delegation from Northern Virginia
             visits would be important. Furthermore        2005: Russian Delegation, City Council of Reut-
             an integration of these activities into a     lingen, Federal Ministry of the Economy
             strategy to promote VDC in the (scien-        2006: Japanese Delegation, Zukunftsstiftung
             tific) community and the regional struc-      Tyrolia, Delegations from Eastern Europe;
             tures of technology transfer institutions     Delegation from German Association of Me-
             would be sensible.                            chanical Engineering (VDMA); two French
                                                           Delegations




                                               28
Assessment   The embeddedness into the regional,                                  Level of attainment
             nationale and European innovation sys-                    Sound embedding into regional, national and
             tem is considered as mostly sufficient.                          European innovation system
             VDC has acquired multiple relationships
             that do not always result in concrete
             projects. In detail there are substantial                                                                  Quality
             possibilities for improvement: VDC has                                                                     Quantity

             not succeded to acquire Federal project
             funding. This is explained by – in relation
             to programs available at the European                 0                30              60   90       120
             level – fewer technology-specific fund-
             ing opportunities. On the other hand          Deutsches Institut für Urbanistik


             there is high competition. VDC has not
             been successful at becoming integrated
             into relevant national structures.


RC 2         Cooperation with other networks and cluster organisations

Rationale
             Through cooperations with other networks and cluster initiatives in the Stutt-
             gart Region as well as on a national or international level VDC’s management
             opens up possibilities for its operations and its members. An increased coop-
             eration with networks specialized on specific branches (e.g. automotive) of-
             fers the opportunity to develop new fields for the application of VR technology.
             Thus VDC can benefit from access to new information, prospective partners
             and increases its visibility.

Results      40% of technology providers agree with         Number of cooperation agreements with
             the statement that VDC’s cooperation           other networks
             with other networks and clusters has
                                                                 2004                          2005      2006            Trend
             opened up new business opportunities.
             47% of the larger group of all members
             involved in the provision or use of these                 1                        3             5
             technologies do agree.                        Source: Network Management VDC


                                                           VDC’ cooperation agreements with other
                                                           networks
                                                           Laval Mayenne Technopole, Frankreich (2004)
                                                           Industrievereinigung Fellbach (2005)
                                                           Virtual Dimension Center St.Georgen (2005)
                                                           aed Verein zur Förderung von Architektur,
                                                           Engineering und Design e.V., Stuttgart (2006)
                                                           Kompetenzzentrum Mechatronik e.V., Göppin-
                                                           gen (2006)


Assessment   It has proven difficult to initiate and or-
             ganise cooperation with other networks.                               Level of attainment
                                                                       Cooperation with other networks and clusters
             During the last years VDC has managed
             to formalize cooperation with a couple of
             other networks. The quantity of these
             partnerships is seen as mostly sufficient.                                                                 Quality
             It is now important to bring those part-                                                                   Quantity

             nerships to life. In terms of the sub-
             stance achieved the results are regarded
             as only partially sufficient. Apart from              0                30              60   90       120
             that other relevant networks should be
             addressed.                                    Deutsches Institut für Urbanistik




                                               29
Relational   Network manager Jens Mohrmann reports:
Capital in   International contacts create new linkages
Practice
             “Our partnership with the Chamber of Industry and Trade of the Hungarian Region of
             Pécs shows how traditional town twinning activities can contribute to build up coop-
             eration in the technological field. Since 2005 we are in contact with this Regional
             Chamber of Industry and Trade via Fellbach’s twin town of Pécs. VDC participated in
             a regional trade fair – a fact that was widely covered by Hungarian media. Since 2005
             we jointly work together to build up a Virtual Dimension Centre in Pécs in order to
             support companies and universities with future technologies. For 2007 the opening of
             this competence centre is planned there.”



RC 3         Public relations

Rationale    At VDC a variety of tools for public relations is in place. They support the visi-
             bility of VDC’s activities and are a prerequisite for the acquisition of projects,
             potential members and customers and the continuing support of political and
             administrative stakeholders.

Results      The number of information events organ-        Information events in VDC
             ised by VDC within its premises has            (e.g. Events for schools, universities)
             risen during the last years.
                                                              2004        2005         2006           Trend

                                                                0           2            4
                                                           Source: Network Management VDC


             The number of trade fair participations of     Trade fair participation of VDC
             VDC has clearly risen during the last          (own booth or joint booth)
             years. Be it as solitary presentations of
             VDC or on joint booths together with             2004        2005         2006           Trend
             other members.
             The opportunity to take part in joint trade        2           5            8
             fair presentations are used by 44% of all     Source: Network Management VDC
             members answering the survey. No
             member uses this service on a regular         Major trade fair participations of VDC 2006
             basis. A majority of the respondents          June: Innovation Fair 2006, Festo Technology
             (50%) has never used this service.            Center (Esslingen)
             The usefulness of joint trade fair presen-    July: Innovation Day, Daimler-Chrysler Van
             tations is rated very differently by the      Technology Center (Stuttgart)
             respondents. Those members that have          October: CADFEM Users Meeting (Fellbach)
             participated almost unanimously rate it       November: Intuition 2006 (Fellbach)
             as useful or even very useful.
                                                             Share of members participating in VDC’s
                                                                    trade fair activities (in %)
                                                            often    occasion-      never      don’t know
                                                                        ally
                                                             0%         44%          50%              6%
                                                           Source: Members’ Survey VDC




                                               30
               Members’ perception of usefulness of participation in VDC’s trade fair activities (in %)
                                                very useful                useful                        not useful         don’t know
              All members                            21%                      32%                              32%                16%
              Often or occasional users              50%                      25%                              13%                12%
             Source: Members’ Survey VDC



              Instruments and impact of media services


                                                           2004                      2005                       2006              Trend

              Press releases of VDC
                                                           33                           37                       25

              Press articles about VDC (from third
                                                           21                           30                       33
              parties)
              External subscriptions of Newsletter
                                                           200                       (500)                       730
             Source: Network Management VDC


             The number of press releases has been changing over the years and has declined
             2006 in comparison with 2004. This is also a result of a deliberate focus on relevant
             topics. The response measured in articles about VDC in the media has increased.
             This can be seen as a confirmation of the shift in strategy. The rising number of news-
             letter subscriptions underlines the improved awareness of the network’s activities by
             the interested public.
             The work of VDC is increasingly valued outside the Stuttgart Region. The nomination
             of VDC for the federal “TOP-Programm” and for “Kompetenznetze Deutschland” are
             examples for this trend (see box below).

Assessment   The multitude of activities in the field of
             public relations are considered entirely                                                 Level of attainment
                                                                                                       Public relations
             sufficient.


                                                                                                                                   Quality
                                                                                                                                   Quantity




                                                                          0                30             60         90     120


                                                                  Deutsches Institut für Urbanistik




                                                 31
Relational   Network manager Jens Mohrmann reports:
Capital in   Award winning public relations
Practice
             “Since summer 2006 VDC Fellbach is a member of the federal initiative German Net-
             works of Competence (“Kompetenznetze Deutschland”), the “club of the best” of re-
             gional technology networks. Following a thorough audit along a comprehensive set of
             criteria an independent jury confirmed that we can build on a solid, regional member-
             ship base, has good international linkages and performs exemplary technology trans-
             fer activities for SMEs as well as innovative project work.

             Our member firm Bernd Kußmaul GmbH and VDC Fellbach were awarded as a good
             practice example for “b2b” knowledge transfer in the field of VR-technology applica-
             tion and simulation in product development with the “TOP 2006”. This label stands for
             a scheme of information exchange and visits on the company level and for the quality
             the technology hosts have provided.

             For 2007 VDC Fellbach has been nominated as one of Germany’s 365 Places in the
             Land of Ideas (“365 Orte im Land der Ideen”). This initiative under the auspices of
             Germany’s President Horst Köhler presents places in which innovations are created,
             developed and supported. This choice underlines that we support technology transfer
             and innovative behaviour of Germany’s industry.”


RC 4         Systematic customer feedback

Rationale    In order to focus and elaborate its activities VDC monitors its services with the
             help of a systematic customer feedback. External evaluations can contribute
             important additional information.


Results      VDC has been evaluated two times by           External Evaluations of the VDC
             the Institute for SME research, Mann-
             heim (Institut für Mittelstandsforschung)
                                                                      2006                         2005              2004
             and by German Networks of Compe-
             tence (Kompetenznetze Deutschland) –
             with positive results. These external                      1                           2                 0
             evaluations provided an independent          Source: Network Management VDC
             perspective on the network.

Assessment   Comments on customer needs or satis-
             faction is gathered occasionally in direct                                Level of attainment
                                                                                  Systematic customer feedback
             interaction with members or other par-
             ticipants of network events. A systematic
             customer feedback has not been imple-
             mented but is deemed most necessary.                                                                    Quality
             For some services this seems to be quite                                                                Quantity

             easy to introduce (e.g. network events).
             In sum the activities regarding this suc-
             cess factor are rated as not sufficient.             0                30         60          90   120


                                                          Deutsches Institut für Urbanistik

                                                          Comment: Value is „O“, as no systematic customer
                                                          feedback in place.




                                              32
2.7 Financial Capital

FK 1         Sound financial basis

Rationale    VDC’s budget consists mainly of institutional support by the City of Fellbach,
             membership fees, revenues for its services and acquired project funding. A
             stable development of VDC’s revenues is a prerequisite for all network activi-
             ties.

Results      VDC’s budget has almost doubled during          Annual Budget of VDC
             the last two years. In the same period          (in Thousand Euros)
             the activities of the professional network
             management have grown considerably.               `03/`04                     `04/`05        `05/`06            Trend

                                                                 134 T                      239 T          259 T
                                                                 EUR                        EUR            EUR
                                                            Source: Network Management VDC


Assessment   The financial base is regarded as mostly
             sufficient. Reliability, flexibility and in-                                    Level of attainment
                                                                                            Sound financial basis
             vestment possibilities through financial
             resources need to be improved.

                                                                                                                          Qualität
                                                                                                                          Quantität




                                                                   0               30           60       90         120


                                                            Deutsches Institut für Urbanistik




                                                33
2.8 Overview: Levels of Achievement
The following diagrams summarize the levels of achievement for VDC’s network objectives
and its success factors (human-, structural- and relational capital).
Table 4 : VDC’s network objectives: overview levels of achievement



                                              O 1: Development as system provider
                                                         120%


                                                          90%


                                                          60%

 O 5: Increased management of projects                                                              O 2: Introduction VR & CE in SMEs
                                                          30%


                                                              0%




               O 4: Establishment communication                                         O 3: Assessment of trechnology & market
                            platform                                                                    trends



                                                                   Level of achievement:
                                                                   0% …not measurable/not present
                                                                   30% ...partially sufficient
                                                   Quality
                                                                   60% …mostly sufficient
                                                   Quantity        90% …always/entirely sufficient
                                                                   120% …more than necessary (potential for reduction of efforts)


 Deutsches Institut für Urbanistik

Table 5: VDC’s success factors: overview levels of achievement




                                              HC 1: Balanced membership structure
                                                         120%
              RC 4: Systematic customer feedback                                      HC 2: Members' representation
                                                          90%


                                                          60%
                   RC 3: Public relations                                                         HC 3: Motivated & committed members

                                                          30%


                                                              0%
                                                                                                     SC 1: Intensive internal information
 RC 2: Cooperation with other networks
                                                                                                                  exchange




     RC 1: Embedding into innovation system                                                  SC 2: Culture of cooperation


                         SC 4: Competence team network
                                                                              SC 3: Innovative structures
                                  management

                                                                   Level of achievement:
                                                                   0% …not measurable/not present
                                                                   30% ...partially sufficient
                                                    Quality
                                                                   60% …mostly sufficient
                                                                   90% …always/entirely sufficient
                                                    Quantity
                                                                   120% …more than necessary (potential for reduction of efforts)


 Deutsches Institut für Urbanistik


                                                                        34
2.9 Potentials for Improvement

The following potentials for improvement were identified by the working group on the basis of
the intellectual capital presented beforehand. They were integrated into VDC’s medium-term
work program (2007-2010).

Human Capital

HC 1: Strategic development of VDC’s membership structure
An important aspect for a quantitative and qualitative improvement of VDC is a stronger inte-
gration of users of VR and CE-technology. As a starting point VDC can make use of a multi-
tude of contacts (e.g. participants of thematic events). Those contacts should be made fruitful
by initiating joint projects leading to more stable relationships and memberships. The focus
on producers, service providers and institutions in automotive, mechanical engineering and
architecture should be maintained, thus helping to define common themes.
Relates to objectives 1, 2, 3 and 4

Structural Capital

SC 1: Extending the instruments for internal knowledge management
Information exchange among VDC’s members is already supported through various instru-
ments. More detailed profiles of members’ competencies could augment common knowledge
on complementary resources, thus contributing to further internal and external networking.
VDC’s homepage should be complemented with an internal membership forum. As technical
backbone Stuttgart Region Economic Development Corporation’s online expert database
could be personalized. In this internal area a forum for project ideas could be created. This
instrument should facilitate the matching of VDC members – also in respect to public project
funding. These instruments for an improved internal knowledge management need to be
animated by personal contacts of the network management.
Relates to objectives 1, 4 and 5

SC 2: New activities to strengthen a cooperative network culture
Up to now VDC’s thematic activities consist of a series of one time events and defined re-
search, development and application projects. Participation rates in these activities need fur-
ther improvements. Special interest groups for parts of the members (e.g. users of VR tech-
nology) or on new technological trends (e.g. augmented reality) should complement the ac-
tivities offered. These groups could contribute to close the observed gap between the mem-
bers’ readiness to engage further in networking activities and observed behaviour.
Relates to objective 4

SC 3: New services related to innovation
Existing low-threshold services for the introduction of visualization and simulation technolo-
gies like VDC’s “Fitness Check” should be extended and complemented. Of specific interest
as a target group for VDC activities are firms that work with CAD-systems. These services
should also contribute to a better use of VDC’s demonstration center.
Relates to objective 1 and 2




                                              35
SC 4: Creating the position of technical director
It is planned to hire a technical director for VDC in the near future – a measure that is suited
to compensate for the deficits reported for this success factor. Important tasks for this new
position are to bring together members’ competencies with respect to joint project activities,
measures to assess technology and market trends as well as to coordinate further strategic
development of VDC. In the medium-term further growth in engineering personnel seems
sensible.
Relates to objective 1, 3 and 5

Relational Capital

RC 1: Exploiting opportunities from federal High-Tech Strategy
Up to now VDC has not managed to get involved in federal R&D funding schemes. From
2007 on Germany has consolidated these activities in the so called High-Tech Strategy. VDC
should seek to exploit the opportunities at the federal level in cooperation with scientific part-
ners and other stakeholders.
Relates to objective 5

RC 2: Improving contacts within and outside Stuttgart Region
VDC’s cross-sectoral focus in digital product development opens up closer cooperation po-
tential with other regional centers of competence e.g. in mechatronics, telecommerce or fuel
cell technology. Further potential for joint activities lie in the Steinbeis network of technology
transfer institutions. Existing contacts should be qualified with concrete project work. From a
strategic point of view stronger relationships with nationally leading technology providers and
university institutes in the field of VR and CE should be attempted (e.g. Fraunhofer Institutes
Fabrikbetrieb und –automatisierung (IFF), Mageburg, and Graphische Datenverarbeitung
(IGD), Darmstadt),
Relates to objective 5

RC 3: Taking advantage of new opportunities for public relations
VDC’s present activities in the area of public relations have achieved a high level – in terms
of quantity and quality. But there are new opportunities that should be exploited: the nomina-
tion in the federal contest Land der Ideen 2007 (Land of Ideas 2007) creates favourable con-
ditions for a first open day. VDC’s participation in several EU-projects should be used for a
communication strategy that draws upon outstanding network activities. With regards to trade
fair presentations the participation of member firms should be encouraged by specific pack-
ages organised by the network management.
Relates to objective 1 and 2

RC 4: Introducing systematic customer feedback
No regular gathering and analysis of feedback from users of VDC’s services takes place so
far. Thus valuable information to modify or fine-tune the network’s activities is going to waste.
Therefore a systematic customer feedback will be introduced for thematic events on short
notice.
Relates to objective 4




                                               36
3. Appendix
3.1 Overview: Trend analysis

It is an important aspect of the RICARDA base model for intellectual capital reporting that
network objectives are not seen as static but need to be adapted to changes in the network’s
environment. In preparation of the first workshop those areas that seem to have the highest
relevance for VDC have been identified by Difu in cooperation with the network’s manage-
ment: trends in VR and CE technology, economic framework conditions, funding policy and
local and regional politics. A group discussion in the first workshop was dedicated to identify-
ing changes in these areas. The table below summarizes the results of this discussion.

Criteria            Trends
Technological       Opportunities:
trends in virtual   • Better design and user interfaces improve accessibility for less experienced
reality (VR) and       SMEs
collaborative       •   Improved user friendliness of hardware
engineering         •   Development of customized packages of hard- and software
(CE)                •   VR smaller, less expensive and productive (problem if VDC only concen-
                        trates on VR)
                    •   Simulation technologies will remain field for experts
                    •   Dissemination of Virtual Engineering will increase
                    •   Faster net technologies (easier networking of partners and CE)
                    •   Integration of haptic elements into VR
Economic            Opportunities
framework           • New opportunities and awareness for virtual engineering (VE) in machine
conditions             building (VDMA-Survey)
                    •   Increased readiness of industry to sponsor VE-research besides sponsoring
                        projects
                    •   VR is increasingly popular as a marketing tool

                    Challenges:
                    •   Increasing competition in the field of VE (Offshoring)
                    •   Reduced IT-budgets of SMEs and large companies (but reduced per unit
                        costs)

                    Ambivalent:
                    •   Budget shift from hard to software
Trends in fund-     Opportunities:
ing policy          • Increased funding for VR-technologies in 7th framework programme
                    •   Good embeddedness of VDC into networks on EU-level

                    Challenges:
                    •   Federal research funding has no focus on VR
                    •   Unclear federal role after reform of German federalism




                                                 37
Trends in local   Opportunities
and regional      • Ongoing local support for VDC (City of Fellbach)
politics          •   Increase of regional funding possible because of consolidation process
                      among Regional Competence Centres (strengthening excellence)

                  Challenges:
                  •   Intermunicipal competition
                  •   State’s (Baden-Württemberg) cluster policy under development
                  •   Cooperation of different administrative layers regarding cluster policy has yet
                      to prove its efficiency




                                               38
3.2 Network objectives of VDC und Indicators

Objectives                         Indicators


O 1: Development as a system       Number of introduction projects of VR in businesses / institu-
provider for VR and CE-            tions
solutions                          Volume of these projects

O 2: Introduction of VR and CE     Ratio of SME using services and products of VDC for the first
in SMEs                            time:
                                   Events
                                   Conference Rooms
                                   Demonstration Center (stationary VR-equipment)
                                   Mobile VR-equipment

O 3: Assessment of technology      Number of trend and market studies carried out
and market trends                  Number of events on technology trends carried out by VDC
                                   management

O 4: Establishment of a sustain-   Intensity of use of products and services supporting VDC’s
able communication platform        internal communication by members:
for virtual and collaborative      Newsletter
engineering                        Internet
                                   Contact Brokerage
                                   Events
                                   Perception of usefulness of products and services supporting
                                   VDC’s internal communication by members:
                                   Newsletter
                                   Internet
                                   Contact Brokerage
                                   Events
                                   Overall perception of „communication platform“ by members

O 5: Increased management of       Participation in publicly funded research, development and
projects                           application projects:
                                   Total
                                   thereof lead VDC




                                                39
3.3 Intellectual Capital: Success factors and Indicators


Success Factor             Indictators


Human Capital

                           Number of members
HC 1: Balanced mem-
bership structure          Share of members leaving
                           Members by field of activity
                           Members by number of employees
                           Location of members
                           Members main market area (only providers or users of VR/CE)

                        Share of members represented by decision makers (executive level,
HC 2: Members repre-
                        technical directors for VR/CE)
sented by decision mak-
ers

                           Share of members taking part in annual meeting
HC 3: Motivated and
committed members          Share of members taking part in workshops and thematic events
                           Share of members actively contributing to workshops and thematic
                           events (e.g. acting as a speaker, offering rooms and other resources)

Structural Capital

                           Editions of newsletter
SC 1: Intensive internal
information exchange       Number of internal meetings (in the context of projects etc.)
                           Usage rate of selected services of VDC by members:
                           - newsletter
                           - hompage
                           - brokerage of contacts by network management
                           - events
                           Members’ perception of usefulness of information oriented services of
                           VDC by members:
                           - newsletter
                           - hompage
                           - brokerage of contacts by network management
                           - events

                           Regular contacts among members:
SC 2: Culture of coop-
                           - average share of members to which an individual member maintains
eration
                           regular contacts
                           - by nature of contact (customer-supplier relationships, R&D, other [e.g.
                           information exchange])
                           Members’ perception on “Cooperation Culture in VDC”
                           Share of members participating in project work of VDC
                           Members’ perception of usefulness of participation in project work of
                           VDC




                                                40
                          Share of members using innovation related services:
SC 3: Innovative struc-
                          - lease of conference rooms
tures
                          - demonstration center
                          - mobile VR-equipment
                          Members’ perception of usefulness of innovation related services:
                          - lease of conference rooms
                          - demonstration center
                          - mobile VR-equipment
                          Members’ perception of the scientific and technological knowledge
                          within the network
                          Share of members (research, providers and users of VR/CE technol-
                          ogy) introducing innovations in the last three years:
                          product (goods and services) innovations
                          process innovations
                          Share of members (research, providers and users of VR/CE technol-
                          ogy) introducing innovations that have been developed mainly cooper-
                          ating with other enterprises or institutions
                          Share of members that have applied in the last three years for:
                          patents
                          registration of industrial design
                          registration of trademark
                          Share of turnover with new product innovations (last three years) (per
                          member)
                          Share of members holding a patent (and number)
                          Share of employees in R&D (per member)
                          Share of employees with university diploma (per member)

                          Number of employees in network management:
SC 4: Competence team
                          - absolute figures
network management
                          - full-time equivalents
                          Share of employees in network management:
                          - thereof background business administration
                          - thereof background engineering

Relational Capital

                       VDC projects by source of funding:
RC 1: Sound embedding
                       - Stuttgart Region
into the regional, na-
                       - State of Baden-Württemberg
tional and European
                       - Federal level
innovation system
                       - European Union
                       Number of visits of delegations from European, national and regional
                       level

                         Number of cooperation agreements of VDC with other networks and
RC 2: Cooperation with
                         clusters
other networks and clus-
ter organisations




                                              41
                             Information events in VDC (z.B. events for schools, universities)
RC 3: Public relations
                             Trade fair participations
                             - number of participations (own booth or joint booth)
                             - share of members participating in VDC’s trade fair activities
                             - members’ perception of usefulness of participation in VDC’s trade fair
                             activities
                             Instruments and impact of media services:
                             - number of press releases of VDC
                             - number of articles on VDC (third parties)
                             - number of external subscriptions of newsletter

                             Service areas for which systematic customer feedback is gathered
RC 4: Systematic cus-
tomer feedback               Number of external evaluations


Financial Ressources (in addition to intellectual capital)

FC 1: Sound financial        Annual budget of network management
basis




                                                  42
3.4 Members of VDC’s intellectual capital reporting working group
Prof. Dr.-Ing. Tobias Ankele (Berufsakademie Stuttgart)
Daniel Banek (Barco Gmbh), Stuttgart
Prof. Dr.-Ing. Uwe Janoske (BA Mosbach)
Bernd Kußmaul (Bernd Kußmaul GmbH), Weinstadt
Prof. Dr.-Ing. Ulrich Lang (Universität zu Köln, ZAIK/RRZK)
Dr.-Ing. Günter Müller (CADFEM GmbH), Grafing
Jens Mohrmann (VDC Fellbach)
OB Christoph Palm (Stadt Fellbach)
Prof. Dr.-Ing. Michael Resch (Universität Stuttgart, HLRS)
Martin Zimmermann (VisEnSo GmbH), Stuttgart
Dr. Gerhard Heeß (VDC Fellbach)

Project coordination Deutsches Institut für Urbanistik (Difu), Berlin
Daniel Zwicker-Schwarm, Holger Floeting

Support by Wirtschaftsförderung Region Stuttgart GmbH (WRS)
Veit Haug, Dr. Stephanie Fleischmann, Dr. Martin Zagermann


3.5 Members of RICARDA’s Regional Advisory Board (Stuttgart Region)
Dr. Günter Clar, Director Regional Strategies, SEZ (Steinbeis-Europa-Zentrum), Stuttgart
Dr. Albrecht Fridrich, Geschäftsführer des RKW Baden-Württemberg, Stuttgart
Dr. Günter Hörcher, Fraunhofer Technologie-Entwicklungsgruppe TEG, Stuttgart
Monika Mundkowski-Bek, Leiterin Referat Wirtschaft, Wissensgesellschaft und Medien
Wirtschaftsministerium Baden-Württemberg, Stuttgart
Prof. Dr. Michael M. Resch, High Performance Computing Center (HLRS) der Universität
Stuttgart
Dipl. Ing. Volker Schiek, Geschäftsführer, Kompetenznetzwerk Mechatronik Göppingen e.V.
Prof. Dagmar Woyde-Köhler, Geschäftsführerin EnBW Akademie GmbH, Stuttgart




                                             43
3.6 Members of Virtual Dimension Center, Kompetenzzentrum für Virtuelle Rea-
lität und Kooperatives Engineering w.V., Fellbach4

aed Verein zur Förderung von Architektur, Engineering        Stuttgart
   dD i        V
Akademie für Kommunikation in Baden-Württemberg              Stuttgart
Albert Eisele GmbH & Co.                                     Fellbach
Andreas Stihl AG & Co.                                       Waiblingen
awaron ag                                                    Wiesbaden
Barco GmbH                                                   Düsseldorf
Bernd Kußmaul GmbH                                           Weinstadt
Berufsakademie Mosbach                                       Mosbach
Berufsakademie Stuttgart                                     Stuttgart
Bitmanagement Software GmbH                                  Berg
Bundesanstalt für Wasserbau                                  Karlsruhe
Christa Papsdorf                                             Fellbach
CADFEM GmbH                                                  Grafing
CoCoCo GmbH                                                  Fellbach
Delmia GmbH                                                  Fellbach
DGC - Dr. Grosch Consulting GmbH                             Waiblingen
E. Gabriel                                                   Eggingen
Fachhochschule Aalen                                         Aalen
Fellbacher Bank eG                                           Fellbach
Fraunhofer Gesellschaft IAO/IAT                              Stuttgart
Fraunhofer IPA                                               Stuttgart
iason AG                                                     Fellbach
ICIDO GmbH                                                   Stuttgart
IHK Bezirkskammer Rems-Murr                                  Waiblingen
IHK Pécs-Baranya                                             Pécs (Ungarn)
IndustrieHansa Consulting & Engineering GmbH                 Fellbach
Industrievereinigung Fellbach                                Fellbach
Institut für Umformtechnik IFU                               Stuttgart
Käser + Reiner Vermessungsbüro                               Fellbach
Kompetenzzentrum Mechatronik e.V.                            Göppingen
KOP Real Estate Solutions                                    Weinstadt
Kreissparkasse Waiblingen                                    Fellbach
Lauer & Weiss GmbH                                           Fellbach
Madness GmbH                                                 Göppingen
Pininfarina Deutschland GmbH                                 Renningen
Porsche AG                                                   Weissach
Schenk Engelhardt Lindner                                    Fellbach
Stadt Fellbach                                               Fellbach
Stadt Stuttgart                                              Stuttgart
Stadtwerke Fellbach GmbH                                     Fellbach
Steinbeis-Transferzentrum Innovation und Organisation        Eislingen
Universität Stuttgart Höchstleistungs-RZ                     Stuttgart
Universität zu Köln ZAIK/RRZK                                Köln
Vicon Motion Systems                                         Oxford (U.K.)
VisEnSo GmbH                                                 Stuttgart
Vogel Industrie Medien GmbH & Co. KG                         Würzburg
vrcom GmbH                                                   Darmstadt

4
    Dargestellt ist der Mitgliederbestand zum Zeitpunkt der Mitgliederbefragung (Oktober 2006)

                                                   44
Contact:
Deutsches Institut für Urbanistik
Daniel Zwicker-Schwarm/ Holger Floeting
Straße des 17. Juni 112
10623 Berlin

Phone: +49 (0)30/390 01-154, -221
Fax:   +49 (0)30/390 01-216

E-Mail: ricarda@difu.de
Internet: www.ricarda-project.org
Photos: AGRU Kunststofftechnik GmbH, European Commission, FACC AG, PANAC, WRS GmbH

				
DOCUMENT INFO
Description: Intellectual Capital Project document sample