Policy and Status Paper on Cluster Development in India.pdf

Purpose of this document is to take stock of the developments
that have taken place in the arena of cluster development and
suggest inputs to a policy framework for promotion of cluster based
MSME development in India. The document draws heavily from a
wealth of secondary literature and benefited immensely from the
documents shared by several practitioners as well as insights
obtained from a number of unpublished sources. Several case
studies also provided rich source of input. However, what was
immensely useful was the view point of practitioners, policy
institutions and cluster stakeholders that could not have been
captured through available literature. We are sincerely thankful to
them for sparing their valuable time during one-to-one discussion.
Two Workshops were organized on July 10 and October 5 2007,
to fine tune the paper. We are thankful to the participants and the
distinguished panel of speakers including Prof Y K Alagh,
Chairperson, Foundation for MSME Clusters, Mr Jawhar Sircar,
Additional Secretary & Development Commissioner (MSME),
Ministry of MSME, Mr B K Sinha, Additional Secretary &
Development Commissioner (Handlooms), Ministry of Textiles, Mr
Sesh Kumar Pulipaka, Joint Secretary, Ministry of MSME, Dr
Santosh Mehrotra, Senior Consultant, Planning Commission, Mr
Adrian Marti, Deputy Country Director, Swiss Agency for
Development and Cooperation (SDC), Mr H K Mittal, Advisor,
Ministry of Science and Technology, Dr Dinesh Awasthi, Director,
Entrepreneurship Development Institute of India (EDI),Ahmedabad
and Mr R J Shah, Principal Chief Industrial Advisor, Government
of Gujarat; for providing their valued inputs.
The document has been authored by Dr Keshab Das, Professor,
Gujarat Institute for Development Research, Ahmedabad and a
Foundation team comprising of Mr. Mukesh Gulati, Executive
Director, Dr Tamal Sarkar, Programme Director and Ms Sukanya
Banerjee, Research Coordinator. The Foundation is also grateful
to the 'Swiss Agency for Development and Cooperation' (SDC),
New Delhi who not only funded this study, but also provided useful
inputs for the design of the study.
The authors bear all responsibility for facts presented, errors and
omissions as well as value judgments passed, if any.
New Delhi
November 2007
Acknowledgments

Contents
Abbreviations i-ii
Executive Summary 1
Chapter 1
Clusters, their Relevance and Need for Policy 5-14
Chapter 2
Cluster Development Experience: Significance in India and abroad 15-31
Chapter 3
Policy Challenges - Viewpoints of Stakeholders 32-37
Chapter 4
Policy Agenda for Way Forward 38-54
Annex 55-77
Annex 1.1 Clusters around the World 55-56
Annex 1.2 Law on Clusters in Italy 57
Annex 2.1 Cluster Initiatives and Agencies Involved 58-60
Annex 2.2 Typology of Cluster Activities - An Indicative List 61-63
Annex 2.3 UNIDO Cluster Development Approach 64-65
Annex 2.4 Select Cluster Schemes in India 66-72
Annex 3.1 Typology of Stakeholder Discussants 73-74
Annex 3.2 Suggested Selection Criteria for Implementing Agencies 75
Annex 4.1 Additional Resource Requirement Assessment 76-77
End Note 78
Bibliography 79-80

Abbreviations
AHVY Baba Saheb Ambedkar Hastshilp Vikas Yojana
ARI Agro and Rural Industries
AYUSH Ayurveda, Yoga & Naturopathy, Unani, Siddha and Homoeopathy
BDS Business Development Service
BIDASS BHEL industrial Development and Service Society
BIS Bureau of Indian Standards
BMO Business Membership Organisation
BMTMN Bangalore Machine Tool Manufacturers’ Network
BVS Bunkar Vikas Sansthan
CDA/CDE Cluster Development Agent/ Cluster Development Executive
CDP Cluster Development Programme
CEO Chief Executive Officer
CERTEC Centro de Recursos y Tecnologìa
CFC Common Facility Centre
CGCRI Central Glass and Ceramic Research Institute
CII Confederation of Indian Industry
CLRI Central Leather Research Institute
CMTI Central Manufacturing Technology Institute
CORE Cluster of Rourkela Engineering Enterprise
COWMA Coimbatore Wet Grinders and Accessories Manufacturers
Association
C
S
R Corporate Social Responsibility
DC (Handicrafts) Development Commissioner (Handicrafts)
DC (MSME) Development Commissioner (Micro, Small and Medium Enterprises)
DC( Handlooms) Development Commissioner(Handlooms)
DE Diesel Engine
DIC District Industries Centre
DIPP Department of Industrial Policy and Promotion
DST Department of Science & Technology
EDI Entrepreneurship Development Institute of India
FICCI Federation of Indian Chambers of Commerce & Industry
FISME Federation of Indian Small & Medium Enterprises
GI Geographical Indication Act
GTZ Gasellschaft for Technische Zusammenarbeit
HACCP Hazard Analysis and Critical Control Points
HRD Human Resource Development
ICT Information and Communication Technologies
IHCDP Integrated Handloom Cluster Development Programme
IIUS Industrial Infrastructure Upgradation Scheme
ILO International Labour Organisation
IMTMA Indian Machine Tool Manufacturers’ Association
KBK Kalahandi-Bolangir-Koraput
KRMC Kalady Rice Millers Consortium
i

M&E Monitoring and Evaluation
ME Micro Enterprise
MCGF Mutual Credit Guarantee Fund
MFI Micro Finance Institutions
MOU Memorandum of Understanding
MSE Micro and Small Enterprises
MSECDP Micro Small Enterprises Cluster Development Programme
MSME Micro Small and Medium Enterprises
MSME, DI Micro Small and Medium Enterprises, Development Institute
NABARD National Bank for Agriculture and Rural Development
NEDFi North Eastern Development Finance Corporation Ltd.
NER North East Region
NGO Non-Governmental Organisations
NID National Institute of Design
NIFT National Institute of Fashion Technology
NIMSME National Institute for Micro, Small and Medium Enterprises
NMCC National Manufacturing Competitiveness Council
NMDFC National Minority Development Finance Corporation
NPRI National Programme for Rural Industrialisation
NSIC National Small Industries Corporation
OECD Organisation for Economic Co-operation and Development
PRA Participatory Rural Appraisal
PRI Panchayati Raj Institution
R&D Research and Development
REA Rajkot Engineering Association
RO Resource Organisation
RUDA Rural Non-Farm Development Agency
S&T Science & Technology
SBI State Bank of India
SFURTI Scheme of Fund for Regeneration of Traditional Industries
SGFI Sports Goods Foundation of India
SHG Self Help Group
SIDBI Small Industries Development Bank of India
SITP Scheme for Integrated Textile Park
SPV Special Purpose Vehicle
SSI Small Scale Industry
STPI Software Technology Park of India
TC Textiles Committee
TUP Technology Upgradation Programme
UNIDO-CDP United Nations Industrial Development Organisation - Cluster
Development Programme, India
USAID United States Agency for International Development
VAT Value added Tax
ii

1
Executive Summary
1. Cluster Development is Widespread: Across the globe in at least fifty developed and
transition economies; micro, small and medium enterprises (MSMEs) producing same or
similar range of products; have often been found to naturally co-exist in typical geographical
locations - "clusters". While clusters have benefited from natural external economies;
only those have excelled, where firms have gone for promotion of selective "active
cooperation" or "targeted joint action" and also taken the benefits of linking to winner
value chains within and outside the cluster. As a result clusters worldwide are being
acknowledged as a strategic mechanism through which regions and nations can attain
higher level of industrial development.
2. Typology of clusters from a policy perspective: In India, as per current estimates,
there are over 6400 clusters. Agencies have come up with a range of definition of clusters
by specifying a minimum number of units in a given measured location. However, from a
policy perspective it makes sense to typify cluster by their broad challenges relevant for
policy intervention. Accordingly, clusters in India can be classified into three broad
categories, namely, high-tech clusters (very few at present) targeting innovation for
existence, traditional manufacturing clusters (around 400 plus) targeting competitiveness
and consequent employment responsibility and low-tech micro enterprise 'poverty intensive'
clusters (around 6000) that have both employment as well as poverty implication.
3. Global initiatives in cluster development: Cluster development is primarily driven by
public sector, with overall share in such efforts varying between 75 to 90 per cent,
irrespective of the level of development of a country. While developed economies
emphasise on promoting innovativeness in clusters, in developing countries stress is given
on productivity and linking up with winner value chain partners. There is clear time framework
of implementing a cluster initiative in most countries, although in many cases such
programmes are carried out as a dynamic long-term process. A notable aspect of cluster
initiatives in most countries has been the collaboration between ministries, other external
agencies and private sector. Selection of clusters is done both as per priorities and judgment
of the funding institution as also by self-selection through call for proposals or a combination.
However, providing a blanket approach to leading or lagging region/dynamic or sinking
clusters can be ineffective and dilute available resource and focus. Role of facilitators in
promoting this process is also recognized. At the operational level, disappointment comes
often due to insufficient funding and timeframe. Success is measured through a wide
spectrum of parameters ranging from take up rates of project to number of jobs, spin-offs,
innovations created, increased cooperation, ability to attract additional funds and specific
goals per individual project.
4. A decade of cluster development in India: Policy recognition for clusters was first made
in the Abid Hussain Committee Report (1997). This was followed up in several Budget
Statements and recognition in the 11th Five Year Plan Approach document and culminated
in the creation of the Expert Group of Ministers. During the last decade 24 schemes/
programmes have supported around 1358 clusters, of which 278 are traditional
manufacturing and 1080 are micro enterprise clusters. The resource allocated for cluster
development under the listed schemes of assistance is estimated at a cumulative of Rs
700 crores till 2006-07. It is estimated that 91.4% has been contributed by the Central

2
Government, 2.4 per cent by the State and the remaining 6.2 per cent by the techno-
financial institutes and international organisations. The support has been highly driven by
promotion of infrastructure (94 per cent). It is estimated that during the next 5 years
resources worth Rs 4500 crores are likely to be invested( subject to various clearances)
for cluster development. 80 percent of this amount will be for cluster infrastructure. A
subjective evaluation of the Schemes based on stated areas of support shows that there
is hardly any support for promotion of local institutional capacity and promotion of private
sector led development. 86 per cent of the implementing agencies belong to the experience
group of 1-2 cluster-years and 0.57 per cent have more than 50 cluster-years of experience.
Similarly, 65.39 per cent of resource organizations have cluster experience of less than
equal to 5 cluster-years.
5. Suggestions for a Policy Framework: Despite a very robust cluster based initiative in
India, challenges remain in terms of defining a cluster, mapping clusters for policy need,
cluster policy vision and its achievability conditions, broad areas of activity at the state,
central and private sector level, etc. The following are suggested for a policy framework:
1. Ideally a cluster should be within an easily approachable distance for the local stakeholders
thus providing room for developing mutual linkages and working trust. Naturally large
clusters should not be sub-divided for implementation convenience.
2. State governments and institutions with specific areas of focus may draw up their own
criteria to define clusters depending on the suitability in their context. Industrial classification
along with local knowledge/intelligence should be combined to define a cluster.
3. While a cluster policy should help create optimum conditions to promote a cluster with
particular reference to laggard clusters or under privileged stakeholders, it should
simultaneously promote an enabling infrastructure to address mega challenges and utilise
learning opportunities that can smoothen the process of delivery at a cluster level. Here,
cluster activation be preferred over cluster creation, except for conditions where the local
economy does not have any significantly important areas of economic activity, or the
existing economy is dangerously linked to one or two sectors which may have an
endangered future.
4. Accordingly, the proposed Vision for Cluster Policy is suggested as -The Indian industrial
and services sector economy develops into an inter-connected array of clusters with a
strong & enabling all round environment around them to achieve higher levels of global
competitiveness with inclusiveness and equity. Inclusiveness will be ensured by including
the lagging clusters and supporting initiatives that not only ensure greater economic growth
but also address adequately the social and environmental concerns.
5. Again, data with respect to needs of clusters in terms of pollution, relocation, innovation,
poverty alleviation, social responsibility, etc. as also level of cluster maturity is missing.
Data with respect to services and knowledge intensive industries are not available. In
order to encourage food processing clusters, the areas of specific agriculture products
and horticulture products are also scanty. These need to be mapped for intervention.
6. Cluster level support is required for both 'soft' (e.g. marketing, training, network creation,
BDS provision, benchmarking, productivity improvement areas) as well as 'hard' (cluster

3
specific infrastructure) intervention. In case of infrastructure, the amount of support varries
on a case by case basis, whereas for soft intervention a support of Rs. 10 to 15 lakhs per
cluster per year on an average is suggested. Besides, support is also required for
programme management for implementing agencies, resource organisation and CDE.
7. Such cluster level support should be for a minimum of 3 years for traditional manufacturing
clusters and 5 years for poverty intensive clusters.
8. Availability of finance does not seem to be a critical constraint. However given the magnitude
of the number of clusters, matching fund will be required as per targeted number of clusters.
Again, capacity building for creation of cluster related institutional infrastructure and
undertaking of initiatives that promote synergy across various initiatives are desired for:
a) BDS development in marketing, technology, financial services, designing and management
inputs
b) Environmental compliance
c) Skills assessment across various sectors
d) Capacity building of industry association
e) Creation of information database
f) Linking with benchmark clusters
g) Creation of new knowledge around cluster development frameworks
9. Develop a cadre of human resources to initiative cluster development. Also develop at
least 8-10 national and 25-30 regional institutions to support the implementation of cluster
based development initiatives.
10. All state governments should be prompted to go for cluster development and necessary
policy creation.
11. Policy institutions should set up cluster cell and either deploy adequately trained personnel
or hire expert institutions for continuous monitoring and evaluation to take quick corrective
actions. Such M&E systems (for respective levels) should capture output and outcome at
firm and cluster levels, impact at scheme level and overall achievement in creating
appropriate institutional framework conditions as well as conditions for programme
sustainability at the mega policy level.
12. At times there may be requirement for non-cluster specific infrastructure in development
clusters in smaller towns or even in traditional manufacturing cluster. Here fund allocation
needs to be done through multiple agencies after doing perspective planning.

4
13. National and state level initiatives are required to push public institutions to reach out to
the clusters and customise knowledge and information delivery that can meet the required
needs. Scope for provision of relevant information and knowledge through linkage with
value chain partners also needs to be promoted.
14. The Central Government should strengthen cluster information base, enable knowledge
sharing across states and institutions on best practices and methodologies, fund and
monitor cluster initiatives, coordinate common programmes of technical assistance that
cut across several clusters in different states and promote clusters to cooperate, undertake
capacity building initiatives of regional development institutions, BDS providers, industry/
micro-enterprise based associations and regional resource institutions through largely
public funding as also fund and coordinate measures for knowledge infusion across clusters
within India and abroad through various schemes of assistance.
15. The state level governments should be responsible for coordinating implementation of
clusters initiatives in their respective states through national and state level funding and
draw state policy framework on clusters to ensure provision of funding support to
supplement national resources to support cluster initiatives, enable knowledge sharing
within the state across clusters on best practices and methodologies and also promote
cluster to cluster learning at the state level. The state government should set up a separate
cluster cell in the department and designate a nodal resource organisation to coordinate,
support and monitor cluster initiatives in the state.
16. Among the private sector players, the mega non-cluster associations should go in for
cluster development and cluster level associations should go in for various development
initiatives in a cluster. Private sector players can also chip in to promote clusters as a part
of their business generation initiatives - both as value chain partners as also for its own
business promotion strategy. Semi-private and private technical institutions should also
chip in by making cluster oriented programmes in training, R&D, etc.

5
CHAPTER 1
1.1 The concept and the context: why promote clusters?
At least since the mid 1980s, in both policy and academic circles, there is an increasing
awareness across the globe regarding the contributions of micro, small and medium enterprises
(MSMEs) towards economic development. These MSMEs have been instrumental in generating
large scale employment, contributing towards rise in incomes of labour and returns to capital;
and promoting regional development1
. In fact, MSMEs are no longer seen as a transient
phenomenon of dwindling importance of enterprises operating at a low scale. On the contrary,
the increasing demand for technological and labour-use flexibility, which is the order of the day
in many sectors, is more suitable to MSMEs rather than large integrated plants with relatively
rigid managerial and production systems2
.
It has also been recognized during the last two decades that,
often MSMEs3
producing a range of similar or same products
are found to co-exist in typical geographical locations for decades
and even centuries in many countries. This phenomenon is
referred to as clustering of MSMEs. Such clusters are found to
be in plenty both in developed and transition economies as shown
in Table 1.1 below. A detailed list of clusters around the world
appears as Annex 1.1.
That clusters could 'fuel' regional
industrial growth through productivity rise
has been observed in numerous cases
(M. Clara:1995, DTI: 2004, Enright: 1998,
World Development Report: 1999). Firms
in cluster have shown higher productivity
both in national as also international
context as compared to their counterpart
industries situated isolated and not in
clusters. In India, ".... Micro and small
enterprises (MSEs) have emerged as an
important segment, providing resilience …
in the post liberalisation period. .....Further
consolidation of the restructuring process
wherein shifting from... non-cluster to
cluster units is associated with better
productivity and growth. It is likely that
these core activities tend to gravitate
towards product and/or spatial clusters..."
(Awasthi: 2004). Such happenings in
clusters were also demonstrated at the
international level too.Astudy by the Bank
of Italy to quantify comparative
advantages of firms located in clusters,
referring to it as a "cluster effect",
established higher efficiency of cluster
Clusters, their Relevance and Need for Policy
Note: List of clusters for the individual countries is no way exhaustive and is a function of the extent of data gathered by this
study. Again, since data for India is quite exhaustive, we have shown it separately, lest it should bias the table.
Sources: (1) P. Bianchi, et.al. (1996) (2) http://www.lged-rein.org/solar/solar_sre_clustervill.htm (3) www.smeda.org.pk
(4) www.ahan.org.pk (5) www.competitiveness.lk/ceramics.htm (6) Dr.Claas Van Der Linde (2002) (7) OECD 2007
Table 1.1 Clusters in some Developed and
Transition Economies (Other than India)
Sl no Country No. of clusters
Developed Economies
1 Denmark 19
2 France 95
3 Germany 31
4 Italy 199
5 Japan 18
6 Switzerland 13
7 U.K. 165
8 U.S.A. 152
Transition Economies
9 Bahrain 3
10 Bangladesh 23
11 Brazil 4
12 China 101
13 Iran 116
14 Kuwait 3
15 Mexico 7
16 Oman 24
17 Pakistan 43
18 Qatar 8
19 Saudi Arabia 21
20 Sri Lanka 15
21 Thailand 35
22 UAE 17
Clusters are found
to be in plenty
both in developed
and transition
economies.

6
firms as compared to similar firms not located in clusters through an econometric analysis of
a sample of firms located in known clusters (Paniccia, et al: undated).
In addition, there exist numerous examples to indicate that collective action by clustered firms
has not only led to improvement in product quality but also helped them in having access to
larger markets (Clara: 1995, Schmitz: 1999, World Development: 1999). It has further been
observed that, being clustered, MSMEs choose networking and collective action as a strategy
to access market, credit, infrastructure, R&D, etc. which are required by individual units but
cannot be obtained through individual efforts. Similarly, it will be easier for financial institutions
to offer credit at the cluster level in a targeted fashion and with greater assurance of repayment.
Thus, there are strong cases for promotion of firms in a cluster, as a strategy for industrial
development. Again, while at the enterprise level, a cluster might seem a place for purely
private entrepreneurial activity, but from a policy perspective, various governments (national
and sub-national), specialized institutes, service providers, academia and above all the
consumers all have their specific role to play. In fact, "…..Governments and public authorities
can no longer be viewed as impersonal, impartial guarantors of socially optimal outcomes.
Like private institutions, they are operated by people who develop and cherish their special
skills, interests and attitudes. Public institutions are present in most main areas when it comes
to influencing clusters." (The Cluster Policies Whitebook: 2004; 2). Further, the ability of a
cluster to relate to and 'operate' across markets and regions has been recognized as special
attributes that facilitates flexibility. It is imperative that the policy strategy considers the variety
of competencies of a range of stakeholders and their roles that could be relevant for clusters.
1.2 Advantage Clusters: Some basic principles
In a cluster, MSMEs derive advantages that large firms usually get
due to their size, through agglomeration economies that attract
transporters, raw material and machinery suppliers, BDS providers,
etc.totheclusterandalsothroughknowledgespilloversandincreased
specialization (Marshall: 1890). Clusters also gain due to motivational
effects that arise due to demanding customers, inter-firm rivalries
and complementarities (Porter: 1990). Firms also gain due to low
transaction cost because of the level of trust that is found in a cluster
in general (OECD: 2007). However, these are all passive economies
of scale and are omnipresent in a cluster (Schmitz: 1999).
What really make a difference between performing and non-
performing clusters are active economies of scale, derived through
conscious collaboration by consortia of firms, industry associations,
vertical linkages, public-private partnerships and delivery of
specialized services.
As has been observed internationally, active economies of scale have complemented the
development of successful clusters. A study of cluster development efforts (DTI: undated)
shows that some of the important factors that propelled success are promotion of networking
and partnerships, infusion of innovative technology, development of strong skills base and
creation of infrastructure across the cluster (Figure 1.1).
Importantly, it has been underscored in a massive literature (e.g. World Development
Report:1999) that these collective gains have been obtained in clusters of such traditional
Passive
economies of scale
are omnipresent in
a cluster, difference
between
performing and
non-performing
clusters are due to
active economies
of scale, derived
through conscious
collaboration.

7
Broadly a cluster of enterprises may be defined as a typical
geographical concentration of micro, small, medium and large
firms producing same or a similar range of products (goods or
services). Units in a cluster face same or similar set of threats
(e.g. product obsolescence, lack of markets, etc.) and
opportunities (e.g. increasing turnover through quality up-
gradation or introduction of new products or markets, etc.)
(MSME:2006). The firms producing 'the product' by which a cluster
is known are called principal firms or principal stakeholders of
the cluster.
The principal firms obtain inputs from a range of supporting firms
through backward and forward linkages. These include raw material
suppliers and manufacturers of parts and machinery; intermediary
buyers like traders, exporters and import agents; and technical
and financial service providers like banks, technical institutions,
private business development service (BDS) providers on quality,
environment, design, energy, capital investment, etc. Various
interest groups such as product and umbrella associations/forums
of firms also contribute towards the dynamics of the cluster. All
Box 1.1- Clusters: Some Definitions
• "Clusters are a geographically proximate group of interconnected companies and associated
institutions in a particular field linked by commonalities and complementarities. Clusters encompass
a array of linked industries and other entities important to competition…including governmental
and other institutions- such as universities, standard setting agencies, think tanks, vocational
training providers and trade associations." Porter (1998).
• "… geographically bounded concentration of similar, related or complementary businesses, with
active channels for business transactions, communications and dialogue, that share specialized
infrastructure, labor markets and services, and that are faced with common opportunities and
threats." Rosenfeld (1997).
• "Regional clustering has been used to describe industrial districts of small crafts firms, high technology
centers, agglomerations of financial and business service firms in cities, company towns, and large
branch plants and their supply chains.""….clusters at least must be characterized along relevant
dimensions if appropriate policies are to be devised … (these include)…density…breadth…
depth…activity base…growth potential…innovative capacity." Enright (1998).
Source: OECD 2007, Cluster Policies Whitebook 2004 & Enright (1998).
A cluster of
enterprises may be
defined as a typical
geographical
concentration of
micro, small,
medium and large
firms producing
same or a similar
range of products
(goods or services),
facing same or
similar set of
threats and
opportunities.
goods like textiles, ceramics, furniture,
jewellery, leather & products, garments,
processed food etc. and also in
sophisticated products such as precision
machine tools, pharmaceuticals, computer
parts, surgical instruments etc.
1.3 Cluster - definitional and related
conceptual issues
Clusters have been defined/conceptualized
differently by different scholars/practitioners.
An idea about the variety can be obtained
from the compilation of some recent
literature (Box 1.1). Source: DTI (undated), page no. 6
Figure 1.1: Some Critical Success Factors
in Cluster Development

8
these - principal firms, support firms and service providers, technical and financial institutions
and interest groups are a part of the cluster and are called cluster stakeholders. However, there
have been wide variances with respect to fixing the number of firms and area covered by a
cluster.
1.3.1 The definitional debate
In fact, there is no hard and fast rule either regarding the generality of the product, or regarding
the largeness of the area that a cluster covers. For example, in Austria, a successful wood
cluster exists with less than a dozen firms, whereas the knitwear cluster of Prato in Italy had
9000 firms at one point of time.
(MSME: 2006).
Although attempts have been
made to recognize a cluster by
specifying the minimum
number of units in a given
measured location, these are
difficult to generalize across
activities/products. Italy is the
cradle for cluster development
for global understanding on
clusters. It is probably the only
country in the world that has
a national law4
for promotion
of clusters, yet different
regions within Italy have their
own criteria for classifying
areas as clusters, reflecting
the need for diversity under
the conceptual framework.
In practice, there exists
considerable variety in classifying a cluster, especially with respect
to how wide a product range and the geographic area a cluster
should consist of. It has been observed that too wide a product
range can make product group meaningless as the common
opportunities and threats lose their sharpness or specificity.
Similarly, too large a geographical
area deprives the units in the cluster
to exploit the development potential
through proactive joint action. On
the other hand, defining a product
too narrowly, especially in the context of a transition economy
can make the entire process of cluster mapping meaningless,
as it becomes difficult to find a sizeable number of similar firms,
with commonalities that enable interconnectedness. It may be
mentioned here that conglomeration of firms does not necessarily
imply a "cluster" (as defined above). Table 1.3 lists down such
instances that are not considered as "cluster".
Tuscany • Index of manufacturing industrialisation over 85%
of national index.
• Index of manufacturing entrepreneurship higher
than national average.
• Index of productive specialisation higher than
national average.
• Share of workers of the specialised field over 23%.
• Number of workers in SMEs over 50% of local
workforce.
Lombardy • Degree of industrialization (relationship between all
the manufacturing workers and resident
population) over 18.5 percent of regional average.
• Rate of specialization (relationship between
workers in each manufacturing sector and resident
population) over 20% of regional average.
Region Criteria/Definition
Table 1.2: Definitional Variances of Clusters in Italy
Source: Approaches to Cluster Mapping, UNIDO 2004.
Too large a
geographical area
deprives the units
in the cluster to
exploit the
development
potential through
proactive joint
action.
In classifying a
cluster too wide a
product range
can make product
group
meaningless.

9
Table 1.3: Conglomerations Not Considered as Cluster
1.
2.
3.
4.
5.
A "sector" that is present in various places
all over a state or a country
An industrial estate or an industrial park
having multiple products
A network (small group) of enterprises
producing similar products
A cooperative, which promotes cooperation
among a number of enterprises under some
norm, rule or a public scheme of assistance.
A group of villages, town or city consisting
of enterprises producing a diverse range of
products or services.
Too large a geographical area deprives the
units across the area to exploit advantages
of proactive joint action.
Too wide a product range means no
common opportunities and threats. Hence,
little scope of joint action.
Too small a number for enabling significant
and variety of joint actions. These are often
part of a cluster.
A central feature of dynamic clusters is
"competitive cooperation". In case of a
cooperative, competition does not exist. It
is often a part of a cluster.
These are clusters in a different sense and
are not enterprise based clusters, which
are being discussed in this paper.
Not a Cluster Reason
1.3.2 Defining clusters in India
In India a number of agencies have come up with a range of definitions, tailored to suit the
typology of clusters, which an agency decides/ is mandated to cater to, by specifying a certain
minimum number of units in a given measured location.
Table 1.4: Defining Clusters in India
Integrated Handloom Cluster Development
Programme (IHCDP), Ministry of Textiles
National Minority Development Finance
Corporation (NMDFC)
Scheme of Fund for Regeneration of
Traditional Industries (SFURTI), Ministry of
MSME
DC(Handicrafts), Ministry of Textiles
NABARD, Cluster Development Programme
Government of Gujarat
A handloom cluster has been defined as one having
a minimum of 500 looms5
.
Handloom cluster, which has more than 75% of the
population as "minorities"
A micro village industry cluster having 500 beneficiary
families of artisans/micro enterprises, suppliers of raw
materials, traders, service providers etc., located
within one or two revenue sub-divisions in a district
(or in contiguous districts).
Agglomerations having 100 artisans. In case of North
East Region, Jammu & Kashmir and other hilly
terrains, the clusters will have a minimum of 50
artisans.
Micro enterprises and household units functioning on
SHG mode and having a minimum of 50 beneficiaries
upto a maximum of 200. In intensive clusters, the
number of beneficiaries may go up to 500-700 and
can even extend over a block or taluka.
A minimum of 50 industrial units, indulging in the
manufacture of the same or related products and
located within a radius of 10 km in a particular location.
Institution Definition

10
Institution Definition
Government of Orissa Handicraft cluster
UNIDO- CDP
At least 100 traditional artisans practicing the same
craft for non-KBK districts and at least 50 traditional
artisans in KBK districts and situated within a radius
of 3-5 kms.
At least 100 SME units or 50 handicraft units in a town/
city or few villages and their surrounding areas for an
industrial (traditional manufacturing) or an artisanal
cluster respectively. Further a minimum of 500
handlooms for a handloom cluster.
Given the necessity for regular interaction for active cooperation among the cluster stakeholders,
a cluster may be defined as a compact geographical area that can be traversed in 1.5 to 2
hours by local means of transportation and preferably specialized in single or analogous
products6
.
It is important, to observe that there is a strong case for not
trying to have a common definition of clusters; in fact, depending
upon the nature of activity in a cluster and the intervention
required, different functional definitions should be relevant subject
to the condition that (a) the product range should not be too
wide and (b) the area covered provides scope for interaction
among stakeholders. Table 1.5 is indicative of the different ways
by which a cluster can be distinguished; it is imperative, however,
that reliable statistics for these variables are available.
There is a strong
case for not
trying to have a
single definition
of clusters.
Sub-sector/Product/Service
Geographical Area (in sq. km. for the identifiable meso level locality)
Name of place: One that is easily identifiable or has a brand value
Parameters Measurable Unit Mature Clusters Potential Clusters
(Higher cut-off) (Lower cut-off)
Enterprises Number
Turnover Value
Export Value
Employment Size Number
Table 1.5: Common Parameters for Classifying Clusters
1.4 Clusters in India: Typologies and Status
There exists no single method of typifying a cluster. Localised clusters are concentrated
geographically while dispersed clusters are spread across wider geographic areas. The density
of a cluster defines its number of firms and or the volume of business handled by it. The
breadth of the cluster defines the availability of few (narrow cluster) or more (broad cluster) of
its related industries within its geographic range. Depth of the cluster depicts the availability of
supply chains in the cluster. A localised, dense, broad and deep cluster are expected to be
activity rich and has higher innovative capacity (Enright: 1998). Here again issues related to
normal and specialized (Schmitz: 1999) activities come into operation.

11
These characteristics can help to identify a cluster, but these are
cluster neutral at least from a policy view point. Issues that will
make a difference from a policy angle are the target and a path
that a typical cluster might set for itself. From a policy view point,
(Bianchi, et al.: 1997) a cluster can be typified by its 'current and
future' and 'market and production' structure as shown in Figure.
1.2, where 'L' stands for local, 'N' for national and 'I' for international.
The framework suggests that a cluster, or at least majority of its
firms, can at least theoretically have any of these nine
combinations.
While local,
national or international markets are self-
explanatory; local production system is based
mostly on local resources, whereas national
or international production system depends
mostly on national and international
resources. Such resources include sourcing
of raw materials, technology, sub-contracting,
HRD, etc. The challenges for micro enterprise
cluster are often to move from an 'LL' to 'LN'
to 'NN' and even an NI framework. This
naturally makes the cluster product most efficient. Similarly, the challenge for a traditional
manufacturing cluster is to move from an 'LN' to 'NN' to 'NI' and ultimately to 'II' framework
respectively. Figure 1.3A and Figure 1.3B depicts a possible path each for such transition for
a traditional manufacturing and an micro enterprise cluster respectively, where policy is relevant.
From a policy
view point, a
cluster can be
typified by its
current and future,
market and
production
structure.
Figure 1.2 Market - Production Framework
Market
I IL IN II
N NL NN NI
L LL LN LI
L N I
Production
Figure 1.3B: Traditional Manufacturing
(TM) Cluster
Figure 1.3A: Micro Enterprise
(ME) Cluster
Market
I
N
L ME
L N I
Production
Market
I
N TM
L
L N I
Production
These are the typologies of clusters which predominates the Indian economy and employ a
substantial secondary sector labour force.
Again, while the high growth rate of the Indian economy is heating up the labour market,
although selectively, yet the export basket of India continues to be dominated by low-technology
goods and services that are highly price sensitive and low value adding. This is a situation for
intense stock taking on dual count - (a) current level of competitiveness is fast eroding in high
tech industries and (b) a huge basket of industries that are major sources of employment are not

12
From a policy
perspective, it
would be useful to
follow a 3-way
classification of
clusters - high-
tech, traditional
manufacturing and
micro enterprise
clusters.
known for innovation at all, an issue that is imperative to handle the increasing global challenges
of competitiveness. Thus apart from looking into innovation related issues in cluster, we find that
another category of clusters, namely those encompassing high profile industries, will require
distinct policy support for its ever innovative nature, which conditions its survival/growth or peril.
1.4.1 Typology and distribution of Indian clusters
Hence, from a policy perspective, it would be useful to follow a 3-
way classification for clusters, namely, high-tech clusters such
as those in the IT and IT enabled services, computers, bio-
technology and related services, precision instrumentation or
avionics, etc. traditional manufacturing clusters (non high-tech
and non-micro clusters) and low-tech poverty-intensive micro
enterprise (handloom, handicraft and other micro enterprises)
clusters. The traditional manufacturing and micro enterprises
clusters may also be termed as natural enterprises clusters7
.
Based on the above broad classification of clusters in India, the
real challenge is to obtain a reliable database for the same. It
needs to be noted that no official statistics is yet available, which
provides cluster level information. However, independent survey/
study (secondary analysis) by various ministries/ agencies/
institutes suggest that India has around 6600 (goods based clusters). It would, nevertheless,
be safe to estimate that close to 6000 of these clusters would fall in the third category, namely,
low-tech micro enterprise clusters (as mostly in the artisanal - handloom & handicraft and
micro-enterprise segments). Of the remaining clusters, over 99 percent are traditional
manufacturing cluster and the rest account for high-tech clusters. Though, there exist very
few concentrations of IT, bio-technology and other high-tech firms in India such (mostly) policy
promoted cluster are on the rise8
and will require separate policy touch for excelling. There is
no database of services clusters (e.g. ITES, tourism, education).
Table 1.6: Typology of Cluster: Significance to the National Economy
Typology of Products
(few examples)
Number of Clusters
Estimated Share of
Employment (by
cluster typology)
Average Wage levels
Likely growth rate
(2002-07)
Handloom,
handicraft, coir,
village industries
6000 (93.6%)
80%
Low
Negative or
marginally positive
Leather & leather products,
automotive components,
ceramics etc.
388 (6.1%)
14%
Medium
Positive (10-15%)
Parameters Micro enterprise
Clusters
Traditional Manufacturing
Clusters
High - tech Clusters
Information Technology,
pharmaceuticals, bio-
technology, computers,
tourism, education etc.
20 approx. (0.3%)
6%
High
Positive (20-30%)
Source: Annual Report of various Ministries, Government of India and UNIDO CDP cluster database & estimates.

13
Given the distribution of such clusters, it could be represented through the following pyramid
that essentially, indicates the preponderance of micro enterprise clusters (Figure 1.4).
Figure 1.4: Distribution of Clusters by Broad Typology
A region-wise distribution of the typology of clusters (other than high-tech) appears in Table
1.7 below9
.
Table 1.7: Expanse of Indian Clusters
Source: Database of UNIDO-CDP and Third Census of SSI units, 2001-02.
1.5 Clustering in India: Scope for Policy
In India a number of approaches to support MSMEs are operational with specific objectives.
For instance creation of industrial estates focuses on provision of infrastructure facilities.
Business incubators support individual firms in creating new ways of doing business. SHG
formation as also microfinance supports micro units in getting credit. Various technology
upgradation programmes as well as marketing and credit schemes support individual firms to
create or adopt new technology and enhance business scope.
There are also a number of sectoral policies that promote various typical sectors, e.g. leather,
textiles, etc. However most such policies are not designed or motivated enough to utilize the
benefits of clustering by promoting "proactive joint action" by utilizing a range of internal and
external linkages to enhance productivity, move up the value chain and be innovative. Thus a
typical cluster policy that will promote "Joint Action" and "Linkages" in clusters along with the
High-tech clusters
Traditional Manufacturing clusters
Micro enterprise clusters
Traditional Micro enterprise
Manufacturing Handicraft Handloom Others
Region No. (%) No. (%) No. (%) No. (%)
North 123 31.7 716 25.75 140 23.56 698 24.11
East 36 9.28 645 23.19 43 7.24 464 16.02
West 140 36.09 764 27.47 134 22.57 787 27.17
South 89 22.95 502 18.05 214 36.02 858 29.62
North-East 0 0 153 5.51 63 10.61 89 3.08
Total 388 100 2780 100 594 100 2896 100

14
usual macroeconomic and other sectoral and regional policies will do well for firms which are
in clusters. It is also but natural, that a developed cluster so created, will create better utilization
of the scope provided for in sectoral and regional policies too. Similarly the spirit of cluster
policy can also be mainstreamed in sectoral and regional policies. A number of schemes for
cluster based development have also become operational (details provided in Chapter 2 of
the Report) with varying objectives, methodologies and scope, producing various results and
lessons. Thus, it is crucial as well as timely to put in order the parameters that will address the
needs of a range of clusters and will deliver through professional implementation mechanism.

15
Cluster Development Experience: Significance in India and Abroad
Although, clusters exist for centuries, comprehensive cluster based
support at policy level is rather a recent phenomenon globally as
also in India. Interestingly, this approach seems to fit in well with
the paradigm of promotion, internationalization and integration with
global economy instead of protection and enterprise level support.
However, globally and more so for transition economies, not all
clusters are high performance or 'overachiever' clusters. While
'performing' clusters follow 'high road' "…synonymous with
innovation, high quality, functional flexibility and good working
conditions…", numerous 'non-performing' or 'underachiever'
clusters follow a 'low road' "…based on competing with the basis
of low prices, cheap materials … and cheap labour…" (Humphrey
and Schmitz: 1995) in their growth pursuits. A turnaround here necessitates a planned cluster
development initiative.
2.1 International policy experience: Major programmes/schemes/approaches
An OECD Study (2007) suggests that apart from developing clusters, cluster development
initiatives can be considered useful for their other merits. For example, trade regulation and
competition policy on an international scale may confine a country's ability to provide direct
firm subsidies and here cluster policy provides a way out for promoting competitiveness in
industry. It also helps to dialogue with the private sector and focus provision of public funds
from a demand based paradigm. However, there is a clear difference between programmes
that attempt to strengthen existing clusters and those that conceptualise to build on embryonic
concentrations by bringing in new activity and then promoting networking. Again, through such
policy, one should ensure that no attempts are made to defend products and services, which
will definitely not be sustainable in the long run.
A review of cluster development initiatives
(policies and programmes) in both
developed and transitional economies
reveals the following10
:
• Cluster promotion has become an
integral part of the national industrial
development
in countries at
different levels
of economic
development.
Cluster based
initiatives are
known to be in
operation in
more than 50 countries as per available
literature. Some of the countries that
have clear policy/programme on cluster
development are listed in Table 2.1.
CHAPTER 2
Comprehensive
cluster based
support at policy
level is rather a
recent
phenomenon
globally as also in
India.
Note: Information given in this table is not exhaustive and is
just a reflection of the extent of data collected.
1 China × ✓
2 Finland ✓ ✓
3 France ✓ ✓
4 Germany × ✓
5 Italy ✓ ✓
6 Japan × ✓
7 Korea ✓ ✓
8 Spain × ✓
9 Sweden × ✓
10 U.S.A. × ✓
11 Saudi Arabia × ✓
12 UK ✓ ✓
Country Cluster
Policy
Cluster
Programmes
Table 2.1- Some Countries having Cluster
Development Policies and/ or Programmes11
Cluster based
initiatives are
known to be in
operation in more
than 50 countries.

16
• Share of public funding, whether from domestic or international sources is quite high. In a
number of instances, governments financed between 75 and 90 per cent, irrespective of
the level of development of a country. Private sector has also chipped in, but its share is
marginal.
Figure 2.1A: Agencies Participating in Cluster Initiatives: Low Income Countries
Figure 2.1B: Agencies Participating in Cluster Initiatives: Middle Income Countries
Note: In the diagrams above, we should note that the categories are inter-penetrating i.e., some countries have
more than one agencies operating to facilitate cluster initiatives. These charts are based on the analysis of 25
country programmes (See Annex 2.1)
Figure 2.1C: Agencies Participating in Cluster Initiatives: High Income Countries
• Cutting across sub-sectors, in many countries (both economically developed and
developing), the state has promoted specialized support services through formation of
institutions specialized for promoting competitiveness.
• In most developed economies (e.g., France, Italy, Norway, Spain and South Korea) emphasis
have been on promoting innovativeness in high-tech knowledge-based clusters through
facilitating industry-academia-government networks. In a number of cases, role of the
state has been envisaged for the initial period of development.

17
• In most countries, especially developing ones, product specific (both traditional and modern)
cluster programmes have been designed. These often include intervention not only in the
production process (through input, finance and technology support) but also in helping
enterprises link up with export market and business service provision.
• There is clear time framework of implementing a cluster initiative in most countries, although
in many cases such programmes are carried out as a dynamic long-term process.
• In most cases, linkages with global value chain has been emphasized for higher value
addition and investments made in key facilities as creating networking platforms for
information exchange.
• A notable aspect of cluster initiatives in most countries has been the collaboration between
ministries, other external agencies and private sector. In many countries, the regional
governments have also taken active interest in these efforts.
• Selection of clusters are done top down (as per priorities and judgment of the funding
institution) or bottom up (self-selection through call for proposals) or a combination of both.
• Different approaches are required while supporting a leading or lagging region/dynamic or
sinking sectors. Providing a blanket approach to all sectors can be ineffective and dilute
available resource and focus.
• In general, three types of interventionary instruments are used - engaging actors
(sensitisation and promotion), provide collective services (short run activities) not available
from the private domain and facilitating business linkages (long run activities).
• It has also been found prudent to offer a range of instruments so that clusters at various
levels of maturity find the support useful and popular instruments need to be upscaled.
• Linking clusters in same industries over different geographic areas but under a common
theme helps cross learning.
• Coordination of stakeholders, calls for a specific person- the facilitator with networking
skills & abilities. At its most basic form of facilitation an animator is employed to bring firms
together for informational or social events.....". Taking the facilitation role further.....network
building....." In Denmark there was a broker certification system. "...The concept of facilitator
training and certification continues to be used today....." (OECD: 2007)
• At the operational level, disappointment comes often due to insufficient funding and
timeframe. Period less than 3 years were found to be highly inadequate. Performance
related funding is also practiced. Shared responsibility of centre and region is one
vehicle for supporting policy coherence. Administrative boundary issue is also a frequent
challenge.
There is also need for (a) demand oriented approach (b) broad based networking with range of
stakeholders (c) ownership of project by local stakeholders (d) empowering them by providing
appropriate skills and (e) provide right motivation and incentives.

18
Box 2.1: International Cluster Development Initiatives of UNIDO
"….. The case of Hondurus represents a project which evolved from the creation of SME networks into
the establishment of a specialized institution (CERTEC) acting as a networking promotion agency. The
case of Nicaragua illustrates two main points: how, as a result of its successes with network brokering,
a project has achieved significant influence on policy making at the national level and how the principles
of scale economies inform the delivery of appropriate support measures. The case of Mexico highlights
a case of promoting vertical integration arguing for the direct involvement of large-scale manufacturers
into suppliers' upgrading efforts. The case of Jamaica presents an example of entry at the top institutional
level (whereby the effort to bring cluster-based development lays at the operational core of the national
SME support agency and as a case of creation of specialized service centres (on garments, fashion,
furniture etc.)….".
Source: Ceglie, Clara and Dini: UNIDO (1997)
• Ability to measure success is a challenge. There exists a spectrum of methodologies for
evaluation of any programme ranging from take up rates of project, number of jobs created,
innovations fructified, new business launched, overall cluster economic performance, ability
to attract additional funds, etc.
Box 2.2: Measuring Success- Some Case Studies
• Finland Centres programme measure success by the number of jobs created, innovations
done, participants and persons trained.
• Japan's Industrial Cluster programme measure the number of collaborative projects and new
business launched by firms and universities as yardsticks of success.
• Spain's Basque Country programme focuses on overall cluster economic performance.
• The Norway Programme tracks indicators common to all projects (increased cooperation,
innovation and international involvement) and specific goals per individual project (project's
own scale, level of development, challenges and potential).
• The Georgia Research Alliance programme, measure success (among others) by their ability to
attract additional funds, whose goal was to increase the economic performance for the state via
technology, states to have achieved a 5 to 1 leverage, attracting 1 billion USD in federal research
dollars and 1 billion USD in private investment for the state's total investment of 400 million USD.
Source: OECD 2007
To summarize, we find that, irrespective of the economic status of a nation, the state has
always remained an active promoter of inducing cluster-based development of MSMEs. Apart
from the ministries that promoted cluster development, there exists a synergy among the
promoters, other external agencies and the private sector in such cluster development initiatives.
Areas of intervention in a cluster are dependent on the economic status of a nation. In most
developed economies, emphasis has been laid on promoting innovativeness. Here, the critical
success factors identified in the global context are networking, partnership, innovative technology
and strong skills base for high profit yielding products. Whereas, product specific cluster
programmes (e.g. for artisanal or industrial clusters), with a mixed basket of typology of support
(e.g. marketing, technology, linkages to global value chain, financing, etc.) are more prevalent
in transition economies.
It is important to note here that impact of cluster development on typical developing country
issues such as poverty alleviation or industrial relocation, etc. has not figured prominently in
the policy issues per se. However one has a feeling, that it is the beginning of a long churning
process, which has just started maturing.

19
2.2 SSI Policy experience in India prior to 1991
With almost 60 years of policy experience in India concerning small firm development, there is
hardly an aspect of intervention that has not been touched upon. In fact, small scale industry
(SSI) policy has included numerous schemes and programmes addressing vital issues such
as credit, technology upgradation, skill formation, marketing support, tax rebates, export
promotion and infrastructure creation. As in any policy context, these various instruments
quintessentially have been either regulatory or promotional in nature. In terms of promotional
measures, again, while priority sector lending, variety of fiscal concessions and rebates on
inputs were some of the common incentives provided to the SSI sector as a whole, sector-
specific and issue (e.g. technology) specific support schemes also formed part of the policy
strategy. It would be fair to surmise that these regulatory and promotional measures have
contributed both, directly and indirectly, to the growth of the sector.
However, on a closer look, it is easy to comprehend that government remained grossly committed
to play the role of protector and/or support provider to whichever unit that came under a certain
defined size parameter. In certain cases support was provided to specific industry groups. The
example of giving boost to sub-sectoral industrial estates or product-oriented parks sharply
brings out the focus of such an approach. In this process of state as benefactor of small
enterprises what probably lost sight was the understanding, assessing and addressing the
emerging issues from a systemic perspective. Supporting the route of market-based solutions,
wherever those would have been possible, was also not deliberated upon.
There was also lack of convergence between various 'stand-alone' schemes. Such convergence
is critical as in the growth cycle, while the journey can start at any point, be it technology
upgradation, finance, market, organizational structure; at some point there will be necessity for
other support too. In the absence of such follow up support in a natural and quick succession,
the initial growth path can be a wasted investment.
Further, these policy instruments seem to have paid little attention to the potential of targeting
a collective of enterprises with a shared business vision; which is an important vehicle to
promote growth in a competitive business environment. Importantly, it seems clear from global
experiences of inducing such group approach (Nadvi: 1999, Rosenfeld: 1996, Rabellotti: 1999,
Schmitz: 1999) and even somewhat limited Indian experience (1997-2007); that the roles played
by BMOs, BDS providers, specialized NGOs and private sector value chain partners (especially
for poverty intensive clusters) have been significant in fostering MSME clusters.
2.3 Cluster development thoughts in India
Thematic issue (e.g. technology) based development in cluster, was initiated as early as 1987
by SBI through their Project UPTECH and soon followed up by SIDBI in 1991. In 1996 a
UNIDO study identified a list of 138 traditional manufacturing and micro enterprise clusters. In
1997, theAbid Hussain Committee on Small Scale Industries forcefully brought in the dimension
of clusters in SSI promotion. It said: "…this (cluster based approach) is a very practical approach
to SME promotion in India since there already exist a large range of small scale industry
clusters across the country…". This was immediately simultaneously (1997) taken up by a
more integrated cluster development programme by UNIDO-CDP with a special emphasis on
social capital as a key strategy for cluster development. Besides UNIDO through its cluster
projects also developed a methodology on cluster development. The then DC(SSI) also started
a project, UPTECH, in clusters as early as 1998. (MSME:2006).

20
Subsequently various Budget Speeches of the central government
highlighted the importance of cluster based development. The
Finance Minister in his budget speech in 1999-2000 on rural
industrialization said, "….Accordingly, I propose a National
Programme for Rural Industrialisation (NPRI) with the mission to
set up 100 rural clusters every year to give a boost to rural
industrialization". Similar lines of support were given to the
handloom sector in the Union Budget 2005-06, "….The
Government proposes to adopt the cluster development approach
for the production and marketing of handloom products." The
significance of cluster is also well highlighted in the Union Budget
2006-07, "…the Prime Minister has decided to constitute an
Empowered Group of Ministers who will lay down the policy for
cluster development and oversee the implementation…"
An Approach Paper to the 11th Five Year Plan document states
that "…..A cluster approach can help increase viability by providing
these units with infrastructure, information, credit and support
services of better quality at lower costs, while also promoting their capacity for effective
management of their own collectives….."(Planning Commission: 2006). Similar emphases on
achieving industrial progress through clusters have been expressed in Budget papers and
official documents of various state governments.
2.4 Cluster development schemes/programmes in India
Though thematic development initiatives in clusters dates back
to the late eighties, it was only as late as 2002-03 that holistic
cluster development programmes gathered some noticeable
momentum at the national level, with the initiation of such a
programme by the then Ministry of SSI (now Ministry of MSME).
During the two decades of
cluster development initiatives,
around 24 schemes/
programmes have supported
or continue supporting various
forms of cluster development
initiatives in India. Out of these
listed schemes, 9 have been
part of three Ministries of
Central Government, namely,
the Ministry of Textiles, Ministry
"...the Prime
Minister has
decided to
constitute an
Empowered Group
of Ministers who
will lay down the
policy for cluster
development and
oversee the
implementation..."
(Union Budget
2006-07).
Holistic cluster
development
programmes
gathered
momentum in
2002-03, with the
initiation of such a
programme by
Ministry of MSME.
Figure 2.2: Year wise Distribution of Schemes/ Programmes
on Cluster Development in India

21
of MSME and Ministry of Commerce and Industry. The State Governments of Gujarat, Orissa,
Kerala, Rajasthan and Madhya Pradesh have also initiated schemes/programmes at the state
level covering clusters across sub-sectors. Additionally, financial and technical institutions such as
SBI, SIDBI, NABARD, NMDFC, NEDFi and NMCC have also devised schemes/schemes to support
clusters. International institutions like UNIDO and ILO are also implementing various cluster
development programmes. Department ofAyush, Government of India has allocated Rs 500 crores
for development of 20-25 clusters in the 11th five-year plan12
. Some techno-commercial institutions
at the national and state level (e.g. CII13
, RUDA14
etc.) are also involved in several cluster based
developmental activities15
. The year of inception, the typology and the number of clusters supported
under each scheme or programme is given in Table 2.2.
Other Institutions
Table 2.2: Schemes/Programmes of Cluster Development Institutions in India
1
Year of
Inception of
Scheme
Typology of Clusters
assisted
Clusters
assisted
(2006-07)
Central Government
Ministry of Textiles
Scheme for Integrated Textile
Parks (SITP)
30
Baba Saheb Ambedkar
Hastshilp Vikas Yojana Scheme
(AHVY) - DC(Handicrafts)
684
Integrated Handloom Cluster
Development Scheme (IHCDP)
- DC(Handlooms)
21
Textiles Committee of India 23
2 Ministry of MSME
Micro and Small Enterprises
Cluster Development
Programme (MSECDP)
90
National Small Industries
Corporation Ltd. (NSIC)
30
Scheme of Fund for
Regeneration of Traditional
Industries (SFURTI)
100
2005-06
2001-02
2005-06
2002
1998
2002-03
2005-06
Textiles (Handlooms &
Powerlooms)
Handicraft
Handloom
Textiles (Handlooms &
Powerlooms)
Traditional manufacturing &
micro enterprise
Traditional manufacturing
Micro-enterprises
National Programme for Rural
Industrialisation (NPRI)
100
1999-2000 Micro-enterprises
Industrial Infrastructure
Upgradation Scheme (IIUS)
26
2004-05 Traditional manufacturing
3 Ministry of Commerce and Industry
NMDFC Micro Financing
Scheme through the Cluster
Development Approach
5
2005-06 Micro-enterprises
4

22
Source: (i) Ministries of Central Government (www.goidirectory.nic.in)
(ii) Official websites of the State Government and other institutions (the websites are provided in the
bibliography). (iii) Personal meetings
NABARD Cluster Development
Programme
48
2003-04 Micro-enterprises,
Handloom and Handicrafts
7
NMCC- Project VIkas with
support from Microsoft
7
2006-07 Traditional manufacturing
8
NEDFI Cluster Development
Programme
9
2004-05 Micro- enterprise
9
State Government
Margin Money Scheme for
Cluster Development Activties
(Government of Kerala)
17
2003 Traditional manufacturing &
micro enterprise
10
Grant Assistance to Cluster
Development Activity
(Government of Kerala)
Gujarat Industrial Policy - 2000,
Scheme for Assistance to
Cluster Development
19
micro enterprise
11
Integrated Cluster
Development Programme
(Traditional products of Khadi &
Village Industries, sericulture
and crafts & handloom
products) (Government of MP)
6
2004-05 Micro- enterprise,
(Handloom, Handicraft)
12
Craft Village Scheme
(Silpigram Yojana)
(Government of Orissa)
30
2004-05 Handicraft
13
Cluster Development
Programme (Government of
Rajasthan)
15
2005-06 Handloom and Handicraft
14
International Organisation
UNIDO Cluster Development
Programme, Delhi
20
1996
Traditional manufacturing &
micro enterprise
UNIDO Cluster Development
Programme, Orissa
2005
15
UNIDO Consolidated Project
for SME Development in India
2007
Boosting Employment through
Small Enterprise Development (ILO)
2
2000 Handicraft
16
Total 1358
SBI Project UPTECH 28
1987-88 Traditional manufacturing &
micro enterprise
5
SIDBI Technology Upgradation
Programme (TUP)
45
micro enterprise
6
SIDBI- Financing and
Development of SMEs
3
2006-07 Traditional manufacturing &
micro enterprise

23
2.5 Analysis of Schemes: Macro Parameters
At a broader level of classification, all cluster schemes can be divided into two broad categories
viz (i) those with holistic cluster promotion focus and (ii) those with a specific area of support
such as technology, infrastructure, BDS, etc. in a cluster. In a substantive sense, all Central
government schemes and most state government schemes have adopted a certain variant of
a holistic UNIDO cluster development approach, which evolved as a result of intense experience
of cluster development across 20 clusters over a wide sectoral and geographical expanse for
over 11 years (1996-2007) (for details, see, Annex 2.3).
The basic functional components such as undertaking diagnostic studies and engaging
Cluster Development Agents (also termed as Cluster Development Executives) form part
of most of these schemes, e.g., the schemes like AHVY, IHCDP, TC, MSECDP and SFURTI.
In certain cases, developing infrastructure has been included as a priority area. The state
government schemes are fairly general in nature and aim at encouraging public private
participation in areas like cluster level infrastructure (as in Gujarat) or employment creation
(as in MP).The financial institutions, however, have emphasized improvement in technology
in clusters and the provision to provide credit for the purposes. A list of possible cluster
related activities appears in Annex 2.2.
Individual schemes focus on different types of clusters depending upon their target clientele
e.g. DC (Handlooms) for handloom cluster, Ministry of ARI (now
MSME) in rural cluster, Ministry of SSI (now MSME) in industrial
clusters set in both rural and urban backdrop, etc. The state
governments have typically chosen to support a wide range of
clusters, but, expectedly rural and artisanal ones for poverty
intensive cluster states, e.g. Madhya Pradesh and Orissa. So
far as the financial institutions (for instance, NMDFC, SBI-
UPTECH, SIDBI) are concerned, the selection of clusters are
titled towards village and micro enterprise clusters for NMDFC
and a mix for SBI UPTECH and SIDBI. Details of cluster schemes
is provided in Annex 2.4.
It is estimated that the 24 schemes (operational or completed)
have supported around 1358 clusters so far, of which 278 are
traditional manufacturing and 1080 are micro enterprise clusters
(as shown in Figure 2.3). The inception of AHVY (under DC
(Handicrafts), Ministry of Textiles) in 2001-02 resulted in a
remarkable increase in the number of artisanal clusters supported,
prior to which focus was mainly laid on traditional manufacturing
clusters. No cluster in the area of high tech has been supported
so far by the schemes.
The resource allocated for cluster development under the listed
schemes of assistance is estimated at Rs 700 crore till 2006-07.
Of the total estimated amount, 91.4% has been contributed by
the Central Government, 2.4% by the State and the remaining
24 schemes
(operational or
completed) have
supported around
1358 clusters so
far, of which 278
are traditional
manufacturing and
1080 are micro
enterprise clusters.
Assistance is
estimated at Rs
700 crore till 2006-
07, of which 91.4%
has been
contributed by the
Central
Government.

24
Figure 2.4: Scheme- wise distribution of Cluster Assistance and Resource Allocation
Figure 2.3: Year wise Cluster Assisted under several Cluster Development Schemes/ Programmes
6.2% by the techno- financial institutes and international organisations. The scheme-wise
allocation of resources for cluster development and the number of clusters assisted is given in
Figure 2.4.

25
The amount of assistance assigned for cluster development is heavily skewed towards
infrastructure16
, amounting to 87% of the total expenditure as shown in Figure 2.5.
Figure 2.5: Resource Allocated for Soft and Hard Interventions
Resources worth
Rs 4500 crore of
development fund
are likely to be
invested for cluster
development
during the next 5
year.
It is estimated that during the next five years, resources worth Rs
4500 crore of development fund are likely to be invested (subject
to various clearances) for cluster development. An estimated 80
percent of this amount is likely to be targeted for cluster
infrastructure.
2.6 Scheme support for typologies of interventions
The 'typology of interventions' in clusters in India can also be
broadly categorized into: (1) market development (2) enhancing
productivity and competitiveness and (3) promotion of local
governance structures (networks). The 'nature of activities' for
each of the above typology can be broadly classified into benchmarking (learning through
visits, discussions and understanding of successful models), promotion of joint activities (soft
interventions like training, market promotion, technology development), infrastructure creation/
promotion specific to the cluster and linkage with value chain partners. Table 2.3 details the
Marketing Productivity and Sustainable Local
Competitiveness Organisations
Table 2.3: Typology of Activities
Benchmarking
Other "soft" activities
Infrastructure
Promoting linkage with
lead value chain partners
B
R
I
L
M
MB
MR
MI
ML
P
PB
PR
PI
PL
S
SB
SR
SI
SL

26
'typology of activities' by combining the 'typology of interventions'
and the 'nature of activities' by which these are achieved (Ray
and Sarkar: 2007). Another area that commands support is
innovation, with high risk of failures. These may include innovative
marketing arrangement, technology or creation of appropriate
organizational structure. This however is not focused as a part of
CDP in any Scheme.
Asubjective evaluation of 18 schemes (Table 2.4) based on stated
areas of support (and ignoring the flexibility provided for inclusion
of any other demand driven activity wherever mentioned in those
18 Schemes) shows that there is hardly any support for promotion of local institutional capacity
and promotion of private sector led development.
There is hardly any
support for
promotion of local
institutional
capacity and
promotion of
private sector led
development.
Table 2.4: Subjective Evaluation of Typology of Activities Supported by Schemes/Programmes
Benchmarking
Other "soft" activities
Infrastructure
Promoting linkage with
lead value chain partners
Total (Column)
B
R
I
L
M
10
13
9
5
37
P
9
10
8
4
31
S
7
6
3
4
20
Marketing Productivity and
Competitiveness
Sustainable Local
Organizations
Total
(Row)
26
29
20
13
Note: This is for 18 schemes for which sufficient details are available. The maximum score for each cell in the total (column) can be 72
and that for each cell in total (row) can be 54. the maximum score for any other cell can be 18.
2.7 Support Institutions for cluster development in India
For successful intervention in cluster, apart from CDEs/CDAs at
the grass root level, role of (a) implementing agencies (IAs) who
provide support to the CDEs/CDAs and that of (b) resource
organizations (ROs)providing technical guidance to the CDEs/
CDAs, are significant. To understand the current scenario of the
maturity of the implementing agencies and resource organizations
in India, we have looked into their cluster experiences. An IA is
said to have one cluster-year experience, if it has worked in one
cluster for one year. Similarly, an RO is said to have one cluster-
year experience if it has guided an IA in one cluster for one year.
As can be inferred from the graph (Figure 2.6), 86% of the
implementing agencies belong to the experience group of 1-2
cluster years and 0.57% have more than 50 cluster-years of
experience. Similarly, 65% of resource organizations have
experience of less than equal to 5 cluster-years.
86% of the
implementing
agencies belong
to the experience
group of 1-2
cluster-years.
65% of resource
organizations
have experience
of less than equal
to 5 cluster-years.

27
Figure 2.6: Experience in Cluster-Years of Implementing Agencies and Resource Organisations
2.8 Outcome of Cluster Development
The process of holistic cluster development started in the year 1997 with the onset of cluster
development programme by the United Nations Industrial Development Organization (UNIDO).
Cluster development in true spirit was picked up only as late as 2002-03 by the national institutions
and results have started flowing in. Published data regarding outcome of the programmes are
scarce, excepting for one-off knowledge of a certain cluster at a certain point of time. Since the
UNIDO programme started a little early some data is available with respect to 7 clusters where
work was initiated. This is presented in Table 2.5 and Table 2.6 below. It may be mentioned here
that apart from firm level changes, impact was also noticed at cluster level in the form of creation
of number of new networks, associations and linkages that were established with a large number
of support organizations during these programmes (UNIDO: 2001, 2003).
Table 2.5: Estimated Results of Intervention at Firm Level
Cluster Year of
Intervention
Additional
Domestic
Sales
Additional
Exports
Additional
Savings
Generated
Additional
Quality
Accreditation
Jaipur
Ludhiana
Pune
Tirupur
Ahmedabad
Ambur
Bangalore
Total
1997-2000
1997-2000
1997-2000
1997-2000
1999-2002
1999-2002
1999-2002
0.12
2.00
0.03
1.10
3.25
7517
21
30
50
174
USD
Million
Number
of firms
1.00 (2)
10.0018
10.0020
1.50 (1)
0.13 (1)
(1)
22.63
USD Million
(new mkt)
Number
of firms
14
25
15
9
5
68
1.20
0.02
0.80
0.10
0.09
0.17
2.34
55
20
45
70
25
40
235
919
16 (24)21
32 (60)22
6
63 (99)23
Number of
firms
Source: Compiled from End of Project Reports of UNIDO Projects US/GLO/144 and US/IND/97/148
USD
Million
Number
of firms

28
Table 2.6: Estimated Results of Intervention at Firm Level
Cluster Year of
Intervention
Additional
Investment
made
Additional
Credit
New Training
Programmes
Number of
firms
supported
Jaipur
Ludhiana
Pune
Tirupur
Ahmedabad
Ambur
Bangalore
1997-2000
1997-2000
1997-2000
1997-2000
1999-2002
1999-2002
1999-2002
8.00
1.50
0.30
1.00
10.8
USD
Million
Number
of firms
65
30
-
95
Artisanal
units
Number
5
5
1
13
10
4
4
42
50
75
50
50
101
94
50
470
Number of
firms
22
41
7
21
88
Number
of firms
90
75
275
75
120
115
100
850
Source: Compiled from End of Project Reports of UNIDO Projects US/GLO/144 and US/IND/97/148
This shows that cluster development programme, through the process of creation of networks
and linkages, creates outcome in the form of enhanced turnover, exports, quality up-gradation,
savings, investment, training, etc.Arecent Project of UNIDO also shows that cluster development
programme also impacts on relatively poor stakeholders, only when it is specially designed to
include those stakeholders. (UNIDO: 2006).
These were also found to be working for various other cluster development initiatives promoted
by a number of agencies across India. A handful of case studies have been carried out for a
few institutions for clusters development programmes at various levels of maturity and promoted
by different typology of institutions. These include the following clusters along with their level of
maturity and implementing organization:
Interventions in Traditional Manufacturing Clusters
Implementing
Organization
Started Ended
CS1
CS2
Rajkot Diesel Engines and Engineering
Cluster
Coimbatore Wet Grinder Cluster
EDI [for DC(MSME)] 2003 2006
Intervention in Micro Enterprise Clusters
CS3
CS4
Bidri Cluster of Bidar, Karnataka
Stone Carving Cluster of Konark, Orissa
NABARD
UNIDO-CDP, Orissa
2003
2005
2006
Continuing
NIMSME as RO [for
DC(MSME)]
2003 2006
Name of Cluster
CS => Case Study

29
CS1: Rajkot Diesel Engines and Engineering Cluster
The Diesel Engine & Engineering cluster of Rajkot (Gujarat) has 4170 firms producing 6 major
items. Intervention in the cluster was initiated by EDI with the programme support of the Office of
DC (MSME) (& ICICI intervened in 2003) for a period of 3 years. Some of the major problems
were identified as competition from imported of light weight engine, shortage of raw material and
fluctuating prices, limited buyer linkages, old technology and limited knowledge about international
standards and manufacturing practices.
The strategy for intervention was to demonstrate results in the most critical area, i.e. technology
usage. It started off with technology benchmarking with the latest available technologies.Abusiness
delegation was taken to 'International Machine Tools Exhibition' in Taiwan for this purpose.
Simultaneously, meetings were arranged with the potential buyers to provide an insight on the
expectations of the buyers. This was followed by local buyer-seller meets in association with
Indian Institute of Machine Tools Manufacturing (IIMM). Demonstrations were also made on use
of modern cutting tools through manufacturers like Taegutec, Sandvik Asia. Provisioning of
appropriate technology, personal counselling was also undertaken.
Over 100 technological implementations were carried out in the cluster resulting in improvement in
productivity by about 20% and decrease in rejection rate from 12% to 5%. The raw material problem
was taken care of as Rajkot Engineering Association (REA) started procuring and distributing pig iron
in bulk. Use of precision machines increased. Diversification into new and higher value added products
has also started. Both national and international BDS providers like CMTI, NSIC and Indian Oil are
now linked to the cluster. The local industry association- REAis now publishing News bulletin, procuring
required raw materials in bulk, facilitating participation in international fairs. For the future, there is a
need to establish a testing laboratories in the cluster. The cluster also requires to se cutting edge
technology which requires high value investment. This can be done by establishing a CFC. Joint
efforts are also required in marketing and exports.
Source: EDI, Ahmedabad
CS2: Wet-grinder Cluster, Coimbatore
The wet grinder cluster is situated in and around Coimbatore (Tamil Nadu). The 52 year old cluster
comprises of 500 components suppliers, 150 assemblers, 50 composite firms. The major problems
faced by the cluster include inadequate raw material supplies and financial resources, poor design and
development, lack of direct exports and uniform product standards, poor institutional linkages and
disorganized functioning. MSME-DI, Chennai intervened in the cluster in the year 2003 with technical
support of NIMSME, Hyderabad. The implementation strategy was strengthening of the dormant
Association viz. Coimbatore Wet Grinders and Accessories Manufacturers Association (COWMA),
promotion of joint action through formation of consortia.
As a result of the intervention firms established linkages with dealers in Indore, Ahmedabad,
Bhubaneshwar and Behrampur and realized on the spot sales of Rs. 50 lakhs. 30 members of three
Consortia availed credit under MCGF Scheme of SIDBI. A CFC is being set up with grant-in-aid of
Rs.99 lakhs by DC(MSME) and Rs.16.54 lakhs by the Government of Tamilnadu. A strengthened
COWMA reduced VAT on wet-grinders from 12.5% to 4%. "Coimbatore Wet-grinder" was registered
under GI Act. It is the first industrial product registered under GI Act in India. The future challenges
include taking advantages under GI Registration and standardization of the product under GI and
BIS, implementation of VAT by the cluster enterprises, continuing and adoption of design and
development activities, creation of more consortia under MCGFS Scheme, enhancing exports, etc.
Source: NIMSME, Hyderabad

30
CS4: Stone Carving Cluster at Konark, Orissa
The stone carving cluster of Konark, is situated in the State of Orissa .The cluster is spread over 15
villages. It has 750 artisans employed in 66 firms producing handcrafted stone products. The
cluster is about 50 years old. The major problems identified in the cluster were low margins, low
capacity utilization, limited mechanization, lack of availability of raw stones and innovation. UNIDO
intervened in the cluster in October 2005. The implementation strategy was to introduce modern
tools, ensure regular supply of stones and to provide new design inputs, provide access to new
markets and strengthen the supply chain. The major turning points were formation of 4 cooperatives
and 4 sales outlets and setting up of 2 CFC, provision of direct linkage with the foreign buyers, and
participation in Stone Mart.
As a result of the intervention 245 artisans have been organized into 16 associations. 150 artisans
from the cluster have availed credit of Rs. 37 Lakh from MFI/Bank. 35 artisans have received
artisan Credit Card. New business worth Rs 17 million has been generated. 35 cooperative and 17
household units have bought new tools worth Rs.400,000. 2 CFCs have been established. 112
artisans have been trained to produce new products. Capacity building of 8 associations has been
done. One group has obtained mining rights to have direct access to raw materials. 90 new products
have been developed. 250 artisans have received artisan I-cards and over100 artisans have been
covered under Rajiv Gandhi health insurance. The future challenges of the cluster are to ensure
good supply of labor and raw materials, introduction of new designs on a continuous basis and
develop standardization.
Source: UNIDO-CDP, Orissa
Irrespective of the nature of the cluster, the outcome of
cluster development initiative shows in the form of increase
in sale, additional quality accreditation and investment,
initiation of social security etc.
CS3: Bidri Cluster at Bidar in Karnataka
The Bidri cluster of Bidar is situated in the state of Karnataka. The cluster is spread around Janata
Colony and the old city. It has 216 artisans, producing flower vase and products of metal & silver.
The cluster is about 5 years old. The major problems of the cluster were old and dated designs
and machinery, lack of working capital as well as direct access to markets. NABARD intervened in
the cluster in the year 2003-04. The implementation strategy was to provide exposure for learning
and development with the support of a local NGO. The major turning points were visits to urban
markets and artisan product fairs and interaction with customers. The exposure visit provided the
necessary stimulus and insight into the process of change. As a result of the intervention the
artisans were organized into 15 SHGs and then federated to solve the long term capacity issues
(on both market and procurement front). The artisans started getting work for full year compared
to just 3 months of work earlier, resulting in increase in income by over 4 times. New designs were
introduced through agencies like NIFT/NID and over Rs 1 million was disbursed to the artisans as
credit for the first time in the cluster.Active support of the local bank and the office of DC(handicrafts)
also helped a lot. The traditional art form got registered under the Geographical Indication (GI) Act.
Future challenges include new machine, specialized electric furnace and raw material under CSR
for zinc. They also feel the need for long term effective computer education.
Source: NABARD, Mumbai

31
Network Implementing Agency Started Ended
CS5 Suvarnakar CFC NIFT for Government of Gujarat 2001 2005
CS6 CORE UNIDO - CDP, Orissa 2005 Continuing
CS5: Suvarnakar CFC, Ahmedabad
At the Jewellary cluster of Ahmedabad, a CFC (namely 'Suvarnakar CFC') has been established
in Oct 2006 under the aegis of Suvarnakar Auyodogic Utpadak Mandali Ltd. Out of total budget of
Rs. 1 crore, contribution of the beneficiary was Rs. 60 lacs. The remaining amount was provided
by the Govt. of Gujarat. The main machine installed under CFC are bangle making m/c, gold
testing m/c (imported from Germany), chain making m/c. Total cost of these 3 machines was 26
lacs. The basic objective was to introduce latest technology, get better finish etc. The machines
installed in CFC are properly utilised and a revenue of Rs. 3000/- is generated per day (50 units
are taking CFC m/c services per day). The association is presently working out a proposal to
establish hall marking centre wherein people can get their jewelry hall marked locally and at a
cheaper rate (other hall marking centres are located on private initiative at a distant place). This
could be a potent source of income generation for the association and which could be further used
for developmental activities.
Source: Survey Report
CS6: CORE, Rourkella
The Engineering cluster at Rourkela is situated in the state of Orissa. The cluster has 145 units.
The total turnover of the cluster is Rs.75 Crores. UNIDO has been implementing a cluster
Development Program in Rourkela since 2005. The major problems of the cluster were high
manufacturing cost compared to other similar clusters. The implementation strategy was to
benchmark the cluster with some good cluster and use the best practices to achieve cost efficiency.
Consequently eight young entrepreneurs visited Trichy engineering cluster, saw the common
procurement center of BHEL industrial Development and Service Society (BIDASS) and interacted
with the firms. They also saw the working of common oxygen plant set up by BIDASS. The results
showed that efficient procurement was the basis of competitiveness for Trichy. On returning they
formed the Cluster of Rourkela Engineering Enterprise (CORE) - a consortium (network) of 15
units with a seed capital of Rs.1.5 lakhs. Negotiations by CORE fetched a discount of 12% on
flexible billing terms. The effort was then extended to other consumables resulting in a saving of
10% instantly. Due to the extensive cost reduction the consortium could also bag a large order.
Source: UNIDO-CDP, Orissa
Networks are the integral part of cluster development. The activities undertaken by the networks
in a cluster vary with the maturity of the network, moving from activities that demands low
investment and shows quick result to activities with high investment and longer gestation period.
The continued existence of networks in a cluster depends on the past successful experience
of working together. Even after a formal CDP is over, the network continues to deliver results
for the cluster. We describe below 2 case studies of different vintage and by different institutions.

32
CHAPTER 3
3.1 Policy Challenges
While promoting the basic cluster specialty of joint action, policy challenges can be broadly
classified into (1) optimum targeting and initiating development, (2) managing development
and (3) monitoring and learning from development supported by divergent thematic needs of
different typologies of clusters24
.
(1) Targeting and initiating development: To start with one needs to have a broad
understanding of defining a cluster. Again, it is argued that, once a cluster qualifies a
definition, what practical factors need to be considered for selection?
(2) Managing development: With cluster level interventions picking up, what are the critical
issues for satisfactory implementation? Issues related to policy support for private sector
and BDS providers are also being debated. Again, implementation at the ground level
will require a flexible and efficient system that suits the cluster. Role of a dedicated non-
stakeholder cluster development agent/executive (CDA/CDE) has also come up strongly.
Also of critical importance are components, value and duration of support with special
reference to relatively less endowed/poor stakeholders and ensuring their inclusiveness.
Not the least is an enabling environment that is capable and supportive of such promotion,
leading towards sustainable development.
(3) Monitoring Development: It is also essential to have effective outcome and creating
a system for learning.
While many of these issues will be gauged later (in chapter 4) based on available literature (e.g.
schemes, reports, etc.), a decade old experience of CDPs in India provides a repository of knowledge
at various levels which also needs to be tapped. Accordingly the above issues were discussed
informallywitharangeof(i)policymakers,(ii)practitioners-publicandprivateaswellasimplementing
and resource agencies and (iii) cluster stakeholders where CDP is ongoing/completed (Table 3.1).
List of the stakeholders discussants appear in Annex 3.1. Their views along with emerging
suggestions on various issues related to policy challenges appear in sections 3.2 to 3.12.
Chapter 3: Policy Challenges - Viewpoints of Stakeholders
3.2 Defining a cluster
Discussants felt that a cluster should have a minimum of 100
units. For north-east and hilly areas such number can be smaller.
However, contiguity is important for promoting joint action. While
some suggested that a cluster should be within a maximum radius
of 25 kms, others felt that it should be a distance which can be
Table 3.1: Stakeholder Discussants
Number of Number of
Policy level Institutions 7 BDS/Technical and Financial Institutions 5
Resource Agencies 3 CDEs 3
Implementing Agencies 11 Associations/Networks 5
Firms/Artisans 10 Total 44
Contiguity of firms
is important for
promoting joint
action.

33
covered within two hours of time by local transportation by a stakeholder. However, village
based clusters or clusters in the north east/hilly India will be naturally dispersed.
Some felt that largeness of a cluster is not an issue as majority of the stakeholders does not
take interest to start with; in contrast, restricting cluster size artificially might close the door to
a group of interested firms and can be a tactical mistake. On the contrary, if there is genuine
contiguity, then it will be a political mess to define a cluster, to suit implementation, based on
highest concentration.
On product range it was suggested that strict industrial classification will not be able to capture
all clusters and at times such efforts may come up with irrelevant or too narrow a classification.
Many a times multiple related products are made by firms in a cluster and describing them as
different clusters will become an operational mess. Hence local knowledge/intelligence should
be combined with product classification to define the product range of a cluster.
While the above views hold good for existing clusters, some felt
that from a totally different perspective, wherein a cluster (or a
concentration of units to start with) is being created, the size of
cluster can be small (e.g. a textiles park) or big (e.g. a food
processing cluster with its backward and forward linkage). Again
there is no database of services clusters. Even, the existing
database of 388 traditional manufacturing clusters is inadequate as already work is going on in
many more clusters. The quality of data is also inadequate to promote interest of related
agencies to select the clusters.
3.3 Selection of clusters
While some institutions have multi-institution committees for selection, for most it is an internal
exercise. At times some institutions use the norm for equal geographic distribution. Some
institutions, especially those which cater to the needs of the poverty intensive clusters, are
also using the norm for presence of Scheduled Caste and Scheduled Tribe population. It was
suggested that selection should be preceded by an input-output framework. Here clusters of
varied levels of maturity and different typologies need to be selected, although level of maturity
of a cluster is sector dependent.
3.4 Implementation technique
There is need for holistic planning up to marketing and not piecemeal disjointed approach for
any cluster. Business development service (BDS) providers and private sector value chain
partners provide maximum benefit in the areas of marketing, quality, infrastructure creation,
etc. There is need to support these stakeholders as per their capability. Many a time services
of good BDS providers cannot be utilized due to high fees. In the absence (or difficulty) for
creating any fixed norm, high service charges cannot be supported.
Again, different schemes define cooperation structure in different ways, while some looks for
'society', others ask for 'consortium'. Hence the definition should be uniform across the scheme
of assistance. Local technical institutions should also provide services to the cluster. Improved
industry-institute linkage to crate awareness about the requirements of industry and orientation
of course curriculum of local ITI and colleges, as per cluster need (to some extent and wherever
possible) is also required.
No database of
services clusters
are available.

34
For some clusters there may be even need for perspective planning with support for enterprise
development as well as general (as opposed to cluster specific) infrastructure development. For
clusters requiring support of multiple agencies, the secretary industry of the state should coordinate
the issues at the ground level. Programmes should be projected with tripartite agreements.
3.5 Choice of implementing agency and resource organization
It was unanimously felt that there is a huge dearth of trained
implementing agencies. Similarly there is absence of trained
resource organization too. It was suggested that be it a resource
organization or an implementing agency, it should have at least
two trained persons and have an organization culture that promotes
delegation, accountability and transparency. Implementing agency
has to be based in the cluster; resource agencies should also be
preferably stationed in the State with long run commitments.
Some suggested that apart from institutions District Industries
Centers (DICs) can become implementing agencies, provided
appropriate manpower planning is done. Some felt that banks
can also become implementing agency but being a profit initiative
they would look for tax sops for such promotional activity. Majority
felt that it is very difficult to have industry associations as
coordinating cluster initiative as an "implementing agency". Firstly
there are very few associations which have such capacity and
secondly, an association has relative comparative advantage in
promoting broader policy level issues, infrastructure, etc., as
compared to business issues, the latter being an important aspect
for cluster development. See Annex 3.2 for selection criterion of an implementing agency.
3.6 Flexible and efficient support framework
Most of the cluster initiatives are public sector driven. There is
more need for involvement of the private sector both as a CSR
and even a profit initiative. Cluster stakeholder patience has very
short gestation period and in ordinary circumstances, they prefer
no change rather than uncertainty, hence decisions should be
quick with pre-defined limits. Again, due to natural partial
knowledge of cluster reality (which only evolves with time) to start
with, action plan also goes under revision multiple times. Hence, approval for action plan, at a
higher level leads to delays. At times activities planned do not adhere to time schedule as the
stakeholders do not work on planned expectations due to multiple reasons. It was suggested
that there should be adequate flexibility in altering an annual action plan both with respect to
items and timings. There is also need for tools that can balance need for accountability with
need for flexibility to match the cluster requirements.
3.7 Role of CDA/CDE
There is a near unanimity on the fact that there should be a dedicated person for managing
development (CDA/CDE) in each cluster. CDA should be trained and be of the right attitude.
There is huge
dearth of trained
implementing
agencies. Such
implementing
agency has to be
based in the
cluster; resource
agencies, with long
run commitments,
should also be
preferably
stationed in the
State.
Decision making
process should be
quick with pre-
defined time limits.

35
CDA must continue for at least three years in a given cluster so
that their contribution will be substantive. CDAs taken from
government organizations should not be given any other
responsibility. CDA can also be appointed from the private sector.
CDA must be stationed in the cluster. Well qualified CDAs are not
willing to work at village level. Hence we need two types of CDAs
- networking CDAs, who create trust and technical CDAs who
give vital linkages, e.g. technical, market, etc. The CDA should
be properly remunerated. For large clusters one can even have a
team of CDEs with horizontal functional groups.
3.8 Value and duration of support
A cluster should be supported both for infrastructure as well as
soft support in the areas of network creation, marketing,
technology, quality, etc. The degree of support for infrastructure
(hard) and other "soft" support varies from 20 per cent for soft
inputs for SME clusters to even 80 per cent of soft support for
micro unit clusters. Although a couple of respondents were not
for supporting soft intervention at all. However, it was unanimously
suggested that only infrastructure support is of little use, unless
the necessary trust has been created among stakeholders through
support in 'soft' activities. It is also imperative to first provide support
for the 'soft' issues and thereafter provide 'hard' support.
The duration of support is suggested for maximum cases between
4 to 5 years of full-fledged holistic support. Support less than that
many a times eludes inclusion of less endowed units. The nature
of support has also been suggested in tapered form that increases
during the first 3 years and decreases during the next 2 years for
a 5 year intervention. The percentage support overall has been
suggested at a maximum of 70 per cent.
Many a time support is not given or less than optimum support is
given for cluster management (e.g. professional fees of the
implementing agency or the CDA). This leads to slow or non-
serious starter of the programme. Hence, appropriate cluster
management cost should be an integral part of cluster development fund.
Innovation is and will increasingly be a challenge in the near future as the Indian economy
keeps on maturing. More fund should be allocated for R&D initiatives in cluster as this involve
risk. It was suggested that government should bear 90 per cent of such cost, 10 per cent
should be borne by the cluster stakeholder as this will lead to involvement of the stakeholders.
Innovation is also warranted in artisan clusters, which are facing the burnt of low mechanization
and are all geared up to absorb small lot mechanization.
3.9 Inclusiveness
It was unanimously felt that less endowed firms get fewer benefits and the more endowed
Infrastructure
support is of little
use, unless the
necessary trust has
been created
among
stakeholders.
The duration of
support is
suggested for
maximum cases
between 4 to 5
years of full-
fledged holistic
support.
There should be a
dedicated person
(CDA/CDE) for
developing each
cluster.

36
firms get the maximum benefits. This happens due to less risk taking capacity of the relatively
smaller units. Hence, one should make special efforts to identify and support the relatively
smaller units. However, there should not be any pre-fixed generalized cut off ratio for identifying
the poorest units. This will vary for clusters and should be worked out locally. In an artisan
cluster, the local PRI system can be involved to identify the poorest units. However providing
different levels of support for all activities will bring in divisions in togetherness in a situation
where an oneness in industrial mindset is being pursued across the cluster.
3.10 Enabling environment
There is also need for capacity building of the local technical and financial institutions as well
as line departments to understand the cluster concept and also the need as well as typology of
support required for cluster development. There is also need for constant orientation and
sensitization of top management of all concerned government departments, especially given
the fact that transfers are a regular feature and without a wider coverage, continuity might be
lost. Given the newness of this approach, there is also need for orientation of political leadership.
3.11 Sustainability
Sustainability should be measured both in terms of new economic
opportunities created as well as new institutional capacity in the
form of associations/networks created/revived or technical
institutions that have become proactive and are doing additional/
new roles for the promotion of the cluster. One also need to look
into activities that have been initiated and have been picked up
on a regular basis by the local association/networks/SPV. Instead
if the units go back to exactly the same style of functioning, then
the programme will not be termed sustainable. For associations,
the percentage of developmental as against lobbying work being
done by an association should be considered as an index of long
term programme sustainability. This is an area, which the
associations have not picked up as of now.
3.12 Monitoring, evaluation and learning
At one extreme, it was suggested that for a CDP promoting institution, M&E should be the only
activity. All other activities should be hired out to professional agencies. It was pointed out that
often there does not exist enough resources including trained manpower to monitor development.
Internal monitoring systems of institutions were suggested as having limited capacity and at
times too small to capture the vastness of development process initiated by a scheme. This
leads to fall in efficiency of the implementing agency and weakens the entire process. At times
there is lack of appropriate tools for efficient and continuous evaluation. Learning that emanates
from monitoring are also not captured. Need was also felt for professional monitoring mechanism
that ensures attainment of broad objective and also ensures continuous learning. It was also
suggested that the process of monitoring can be done better if the initiative is looked after as
a 'Project Mode' with customized deliverables.
Since most of the cluster schemes are promoted by Central Government Institutions, cost of
follow up and regular field level monitoring will be high. It was suggested that here the DICs
Sustainability
should be
measured both in
terms of new
economic
opportunities as
well as new
institutional
capacity created in
the cluster.

37
can be trained to do field level monitoring and provide vital
feedback as a professional agency. While overall programme
monitoring can be done by an independent agency, the cluster
level development should be monitored by a committee of local
stakeholder and support institutions' group. However, support fund
should be given directly to the cluster stakeholders through the
implementing agency. It was also suggested that monitoring and
evaluation process can be naturally strengthened through capacity
building of implementers at the local level. There is also need for
appropriate project designing with quantified deliverables. Cross
scheme/programme, learning should be institutionalized at an appropriate level.
Cross scheme/
programme,
learning should be
institutionalized at
an appropriate
level.

38
CHAPTER 4
Policy Agenda for Way Forward
4.1 Backdrop
Over the last few decades, clusters as a tool for industrial
development has gained ground globally. In less than a decade's
time, India has 24 independently funded initiatives. Thanks to
probably the largest number of documented clusters India has
and the wide variety they exhibit with respect to typology based
on technology usage (micro, traditional manufacturing and high
tech) and achievements (underachiever, overachiever); that led
several types of public institutions in adopting this approach, suited
to the new mantra of liberalisation and privatisation signifying a
greater role for the private sector and partnership based
development approach. Despite a robust cluster based initiative
in India, challenges remain in terms of:
• Inclusivity in terms of the objectives of the cluster initiatives, selection of certain geographical
regions and type of clusters chosen
• Coordination that enables convergence and leveraging in terms of financial support from
different public & private institutions and thematic areas of support such as environmental
considerations, social welfare, credit inputs & infrastructure
• Knowledge about what works and what does not - methodological challenges
• Institutional ability at all levels to ensure effectiveness and efficiency of the initiatives
This chapter attempts to address these key issues based on global literature review on clusters
(Chapter 1), analysis emanating from secondary and field based assessment (Chapter 2) and
key policy challenges based on a range of discussions with a number of policy makers and
practitioners engaged in cluster development. (Chapter 3).
The way forward provides actionable agenda for the policy makers, implanting institutions,
private sector and other knowledge based institutions that have a role in the overall
development arena. While this chapter does draw upon international experiences, the way
forward is specifically meant for India in light of her unique conditions and steps already
initiated.
4.2 Vision for a cluster based development policy:
The guiding vision for cluster policies should be:
(i) Coherent with macro policy agenda of inclusive growth
(ii) Compatible with current national enterprise structure and
(iii) Strategic to address the critical gaps
Despite a robust
cluster based
initiative in India,
challenges remain
in terms of:
inclusivity,
coordination,
knowledge and
institutional ability.

39
4.2.1 Coherence with macro policy agenda
Clusters as local socio-economic systems are essentially a part of the global and national
socio-economic space. They not only draw from the wider context but also contribute towards
it. Within the national socio-economic policy arena, there are specific sectoral policies that
have a direct bearing on the clusters. Industrial development being a 'state subject' clusters
also fall under the state policy domain. However, there are several areas where the national
policy framework has an important role to play to address cross cutting gaps and ensure
coordination. Therefore a national policy framework on clusters should complement the state's
cluster based development policies.
An important choice that cluster policies need to make is whether to choose potential winner
or loser clusters and if both, in what proportion. Internationally there are examples of all kinds.
Some of the countries like Italy and regions like European Union chose to work on both,
whereas most of the OECD countries have concentrated on promoting innovation among the
high technology areas such as aviation, medical electronics, bio-technology, nano-technology
and advanced research based pharmaceutical products. The lagging clusters in the current
Indian domain largely comprise of micro-enterprise (including artisanal) clusters, which provide
opportunity to either grow or diversify into different areas as per the potential and local
aspirations. These are highly employment intensive and are an important source of non-farm
income in a multi-livelihood space. Thus they deserve special attention and inclusion of social
and environmental aspects in cluster initiatives need to become integral with the economic
agenda.
4.2.2 Compatibility with current national enterprise structure
As seen above, India has 3 types of MSME clusters - high-tech or knowledge intensive, traditional
manufacturing clusters and micro (including artisanal). The micro enterprise clusters are culturally
and socially important from the view point of employment generation and poverty alleviation.
Baring a few star clusters, typical characteristic of micro clusters is that they tend to cater to the
local and regional markets25
. The traditional manufacturing clusters are relatively technologically
more advanced and contribute very significantly in terms of manufactured output and employment
generation. The high-tech clusters are rather a recent phenomenon and seem to have come in
existence over the last 10-25 years. These clusters are internationally well-linked clusters mainly
for their markets and not in terms of production outsourcing. These clusters are relatively few in
number and have not been documented so far.
4.2.3 Strategic to address the critical gaps
A country's future competitiveness depends on the progress on two dimensions viz., (a)
individual cluster and (b) cross cutting issues affecting several clusters at the sectoral and
regional level and thus the whole economy. While a number of initiatives have been taken for
development of individual clusters, the cross-cluster issues affecting an entire sector in a 'joint
action' mode have been largely ignored. The cross cutting issues need to be examined at the
levels of funding, knowledge and implementation capacities. The deterrents included herein
relate to lack of proper information base on clusters, inadequate institutional capacities in the
public & private sector for implementation and knowledge support, lack of operational synergy
across different public schemes of assistance among others. There is also a need for a relevant
monitoring & evaluation system to ensure effectiveness and efficiency of the initiatives, where
there seems to be a major gap.

40
Accordingly, the suggested Vision for the Cluster Policy Framework is as follows:
The Indian industrial and services sector economy develops into an inter-connected
array of clusters with a strong & enabling all round environment around them to achieve
higher levels of global competitiveness with inclusiveness and equity. Inclusiveness
will be ensured by including the lagging clusters and supporting initiatives that not
only ensure greater economic growth but also address adequately the social and
environmental concerns.
The clusters will be developed with one of the following set of objectives for the 3 different set
of clusters that characterise the Indian enterprise based economy:
• Ensuring dignified survival for the unemployed or under-employed people in the micro
enterprise clusters and protecting them from further decline as long as it is viable to do so
• Sustain growth for furthering the socio-economic development of production or service
clusters in the traditional manufacturing sectors; and
• Help build clusters in high-tech areas through diversification and support for emerging
clusters in new areas of knowledge and innovation.
4.3 Achievability of Vision - Key challenges and their status
Achievability of the potential needs to be assessed on the basis of
(i) Adequacy of financial resources,
(ii) Appropriate information and knowledge base for implementation and
(iii) Matching coordination, monitoring and evaluation capacities at institutional level.
4.3.1 Adequate financial resources
Given the higher 'public good' nature, most of the cluster initiatives are substantively financed
through public resources, whether in India or abroad. Judging from the current schemes and
likely funds to be placed in the 11th Five Year Plan as deliberated in various documents of the
National Ministries (to be approved), availability of finance does not seem to be a constraint.
Moreover a number of potentially on-going schemes of assistance that can be harnessed to
augment the resources for cluster based initiatives are being ignored at present.
Broadly the financial support is required for two types of inputs viz.
• Soft Inputs: such as marketing, training, network creation, research & development, design
inputs, BDS provision, benchmarking, quality up-gradation, productivity improvement etc.
• Hard Inputs: relating to cluster specific infrastructure creation.
In case of infrastructure, the amount of financial support varies on a case by case basis,
whereas for soft interventions require a support of Rs. 10-15 lakhs per cluster per year and
also additional cost of implementation coordination. In both these cases level of support needs

41
to be linked to the degree of socio-economic viability of the proposed development interventions.
Given the nature of local interventions characterising the multi-stakeholder participation and
local empowerment, financial support that does not ensure proper implementation coordination
at the cluster level, the efficiency and effectiveness of initiatives suffers.
4.3.2 Appropriate information and knowledge base for implementation
Effective cluster development initiatives call for integration of private sector efforts along with
technical institutions.An assessment of the current scenario reflects a deep disconnect between
the need (from private) and delivery currently (from public) at cluster level due to lack of
adequate & relevant knowledge, poor inter-connectivity across institutions and lack of internal
systems that enable the flow of information & knowledge. In fact there is a high degree of
mistrust and lack of enough positive experience to facilitate flow of knowledge and best practices
in some of the illustrated areas of research, technology, vocational training, design, social
welfare, credit into the clusters, thus harnessing the available potential.
This calls for trials to be undertaken to develop relevant tools for mutual engagement at various
levels. National and state level initiatives are required to push the public institutions to reach
out to the clusters and customise knowledge and information delivery that can meet the required
needs. However, the only source of inputs need not be public institutions. With increasing
linkages between the national & international large enterprises both as buyers and mother
enterprises in the private or public sector with a strong sub-contract SME base, scope for
provision of relevant information and knowledge through this channel is very high. Cluster
initiatives can harness this potential through fostering of linkages between the large and small
enterprises across the value chains and enable knowledge transfer.
4.3.3 Matching coordination, monitoring and evaluation capacities at institutional level
While there are 24 independently funded cluster initiatives both at the national and state level,
the capacities for coordination, monitoring and evaluation within the public institutions that
have initiated cluster programmes is a cause of serious concern. A significant amount of
funding support through a range of schemes has been earmarked for implementation through
industry associations, consortiums, public-private partnership based special purpose vehicles
(SPVs), NGOs and public institutions for this purpose and this calls for a good degree of
analytical capacities relating to financial & management appraisals, regular process based
monitoring, coordination with different type of stakeholders and flexibility on the cluster initiative
designs to ensure compatibility with the changing requirements. This is a significant departure
from the old school of thought, from being providers to facilitators.
A significant number of multi-stakeholder based cluster development initiatives will need to be
implemented by the private sector institutions, particularly the industry associations, export
promotion councils, networks and chambers of commerce. According to one estimate by
Federation of Indian Small & Medium Enterprises (FISME), there are 3500 industry associations
in the MSME sector primarily in the traditional manufacturing sector. Yet, a very few of them
(probably less than 5%)26
have any development activity implementation initiative record with
an internal professional secretariat to implement. The operationally weak industry associations
are inadequately capacitated to design and undertake relevant development initiatives for
themselves. This is a major challenge as well as an opportunity for cluster development policy.
There is no national or regional initiative to specifically undertake development of industry
associations to promote selective micro development initiatives across the cluster, at least in

42
their areas of comparative advantage. In the 'micro' clusters, the level of organisation is still
poorer with hardly any presence of such association per se.
The efficacy of cluster development process calls for awareness and training of public officials,
particularly at the middle level about new practices on appraisal of initiatives, re-deployment
of internal human resources and consequential development of appropriate internal monitoring
& evaluation systems.
An assessment of the additional funds requirements to undertake initiatives suggested under
para 4.1.1. and 4.1.2 is made separately at Annex 4.1. Most of these resources are likely to be
drawn from the national public funds, considering the current support percentage between the
national (91.4%) and state (2.4%) level institutions for various cluster initiatives. Private sector
support will come only in specific activities that have a greater 'private good'. The gross additional
public financing requirements excluding the individual cluster based initiatives is assessed to
be Rs. 250 crores over a 5-year period under the 11th Five-year plan. These sources could be
augmented through existing channels of schematic assistance relating to cluster development.
4.4 Role of public, private and knowledge based institutions under the proposed national
policy agenda
The proposed agenda is discussed around the roles of national government, state governments
and the private sector. The inputs provided herein are expected to enable synergy across
various initiatives through information building, knowledge sharing, implementing centrally
and regionally coordinated initiatives in the clusters.
4.4.1 National and State Government
It is proposed that a national cluster policy be framed to integrate
with the macro economic policies and social development
objectives. In specific, the national government should undertake
the following:
•Strengthen cluster information base: Build up new database
on clusters for sectors where it does not exist, strengthen the
existing database where it is deficient, particularly in terms of social
& environmental parameters and classify the existing database of
clusters to identify common areas of assistance and with options
for synergy across various ministries and knowledge institutions
• Funding of cluster initiatives and their management: Make available adequate funds
to the implementing agencies (public or private institutions) through various schemes of
assistance administered through different ministries and help up-grade their capacities to
manage the initiatives.
• Enable knowledge sharing across states and institutions on best practices and
methodologies relating to cluster development based initiatives.
• Coordinate common programmes of technical assistance to clusters that cut across
different states and draw upon common sources of knowledge, institutional framework
and best practices. The initiatives in this regard relate to BDS provision, international
linkages and investment promotion from abroad.
A national cluster
policy should be
framed to
integrate with
macro economic
policies and social
development
objectives.

43
• Initiate common programmes for thematic inter-linkages: Undertake initiatives around
specific thematic areas around common needs of clusters. Such initiatives help to build an
interface between specific union ministries and state departments and their practical
application in clusters. These areas relate to interfacing clusters with R&D institutions,
social welfare departments, environment management, vocation training and technical
colleges to illustrate a few.
• Undertake capacity building initiatives for local development institutions, industry/ micro-
enterprise based associations and regional resource institutions through largely public
funding.
• Ensure that public development schemes focus on inclusivity of growth and
accordingly relevant monitoring & evaluation frameworks to ensure greater effectiveness
of expected outputs.
State Government: The state level governments should
essentially be responsible for coordinating implementation of
clusters initiatives in their respective states through national and
state level funding, leveraged by private sector pooling of fund.
The state governments should be expected to draw state policy
framework on clusters that in specific should ensure:
• Provision of funding support to supplement the national
resources to support cluster initiatives, implemented
significantly through local industry associations and other fora.
• Enable knowledge sharing within the state across clusters
on best practices and methodologies and also promote cluster
to cluster learning.
• Draw state level policy framework on clusters that integrates with the overall macro
economic and social development policy and objectives at the national level.
• Provide funding and policy support for capacity building to the nationally funded and
coordinated initiatives for local development institutions and industry/ micro-enterprise
based associations.
• Set up a separate cluster cell in the department and designate a nodal resource
organisation to coordinate, support and monitor cluster initiatives in the state.
• The specific stages for any state government to take up cluster initiatives are detailed
as under:
Understand relevance of clusters through identification of local clusters and compile
basic information about them.
Decide on the key objectives for cluster based development and select clusters for
intervention over more than one phases. The first phase is usually the pilot phase
meant for clusters where chances of success are higher.
State
Governments
should take lead in
coordinating
implementation
and
institutionalising
knowledge for
upscaling of
clusters initiatives.

44
Undertake initial cluster analysis of the chosen clusters for intervention in the pilot
phase and developing vision for them
Draw up specific activity framework in the short, medium and long term with stakeholders
Coordinate the execution of the collaborative action plan in the clusters
Undertake a process review of initiatives and assessing the gaps therein
Based on the learnings drawn from the pilot initiatives, expand the scale and scope of
interventions
4.4.2 Private sector
Cluster development cannot be expected to succeed without an active
participation and sharing of responsibility by the private sector in terms
of conceptualisation on development initiatives, partial funding and
significant role in implementation.Accordingly, policy instruments need
to promote these institutions as follows.
• Strengthen capacity of macro level chambers of commerce
industry to initiate cluster based initiatives as implementing agencies:
Ideally, such agencies should not be cluster (product) based
associations.
• Strengthen MSME associations to initiate development
initiatives in clusters: The industry associations have to play an
active role to increasingly undertake development initiatives in
partnership with pubic institutions, knowledge partners, RD
institutions and value chain partners. Smaller groups of enterprises need to join hands as
networks and consortia to undertake initiatives for their limited private interests.
• Roles of other private agencies: Promote and facilitate private sector enterprises which
are natural value chain partner to cluster enterprises.
• Promote creation and facilitate existing BDS providers through training and also by
supporting their important role in cluster development. There is also need to recognise the
various levels of BDS providers for ensuring their services through appropriate remuneration
for the benefit of the cluster.
• Major areas of private sector initiatives: The major areas of their work will involve
Development management of local cluster specific infrastructure
Contributing private investment to select public goods for social development through
philanthropy and compliance
Nurturing of local suppliers
Undertake and fund collaborative research development
Cluster
development
cannot succeed
without an
active
participation
and sharing of
responsibility by
the private
sector.

45
Provision of information to the industry members through directories, setting up of
information exchanges, coordination of BDS providers
Benchmark with better clusters within India and abroad
Disseminate best practices learnt
Undertake joint procurement
Undertake demonstration projects
Organise joint fairs delegations
Develop curricula with local technical educational institutions
Undertake liasoning with specialised infrastructure providers
Attract investments
Work with the government to streamline regulations and
Establish testing standards organisations.
4.4.3 Knowledge Institutions
Technical institutions, research organisation, vocational training centres have an important
role to play by:
• Undertake joint research with cluster stakeholders including machinery suppliers,
speciality input suppliers and major customers.
• Undertake assessment of emerging skill requirements, develop suitable joint (along
with industry) training curricula along with local industry and run training programmes
jointly funded with the government and the industry.
4.5 Policy Agenda for Action
Cluster based development policy provides an opportunity for focused attention to the diverse
sectoral socio-economic local environments as also to integrate, coordinate, synergise the
efforts of pubic, private and knowledge based institutions, both vertically and horizontally. The
cluster policy therefore has seemingly contrasting tasks to balance the need for flexibility to
meet diverse requirements and yet coordinate among those diverse efforts for ensuring synergy.
This section details a list of specific policy measures expected to lead to effectiveness of the
cluster based development approach by ensuring an enabling environment, to be put in place.
Thus it goes a step forward from the existing stage of multiple cluster development initiatives
undertaken by different ministries, institutions, departments and the private sector as per their
individual area of focus.
1. Avoid a common definition except for statistical enumeration of clusters: Several
countries have spent enormous amount of time and resources debating what is a cluster.

46
It is suggested that while a framework27
for drawing up the definition of a cluster be placed
as a part of the cluster policy, any attempt to provide a single definition should be avoided.
Further more, state governments and institutions with specific areas of focus may draw up
their own criteria to define clusters depending on the suitability in their context. Local
knowledge/intelligence should be combined with product classification to define the product
range of a cluster and the distance that enables approachability among cluster actors.
2. Undertake a national cluster mapping for targeted policy focus: For an effective cluster
policy formulation, drawing up of schemes of assistance, allocation of resources, setting
up programme implementation coordination and their monitoring over time, it is important
to identify the common areas that relate to different clusters. Aggregation of significant
issues across states and sectors will help to build synergy among and between public,
private and knowledge institutions. For example, Union Ministry of Environment Forest
and related knowledge institutions will need a listing of clusters across pollution intensive
sectors where they have a significant role to play. Similarly, Union Ministry of Science
Technology along with their state counterparts and other knowledge institutions will find it
useful to assess the clusters that call for significant ST related inputs. Such information
on all India basis is not available today and will need to be built.
Second, enumeration of clusters across services and knowledge intensive industries are
not available that should be mapped in order to direct specific attention around fast growing
sectors of tourism, health, information technology, research, education, among others.
Third, an enumeration of clusters around specific agriculture products and horticulture
products also need to be mapped to encourage food processing industries and procurement.
Fourth, an integrated framework to benchmark the clusters based on the diverse areas of
their performance will enable various relevant public and private institutions to focus their
attention where and when their focus is most desired. For example, a rating of all the
electroplating clusters on environment standards and the extent of their compliance can
be extremely helpful for public and private stakeholders.
3. Establish an Inter-ministerial Coordination Focal Point: A permanent inter-ministerial
coordination focal point should target the review of all ongoing development initiatives,
identify areas of synergy, suggest necessary institutional arrangements for implementation,
get studies organised, draw upon international best practices and finally evolve a
communication strategy to disseminate them.
4. Develop a cadre of human resources to initiative cluster development: Cluster based
approaches are significantly process based and therefore more intensive in terms of quality
human resources to be deployed for development coordination. The role of a local facilitator,
called either as 'cluster development agent/executive' (CDA/CDE) as in India or 'cluster
broker' as is internationally better known, becomes critical to mobilise local resources and
leverage public private funding around select key critical areas.
The hard bit of knowledge about clusters in terms of skills, infrastructure and technology
can be acquired based on education, training and investment, but the know-how of the
process involved and the know-who (people institutions willing to engage themselves
into collaborative forms of working) can be developed only based on work experiences
and personal connections. This knowledge of local social capital requires a process of
intense engagement with the local actors and institution. The ability of the 'CDA/CDE to
learn from enterprises, institutions and buyers outside the cluster which s/he can link up
with is also important. Yet the human resources available in this domain of expertise is
scarce and need to be augmented.

47
5. Prefer cluster activation to new cluster creation: A very important aspect that policy
makers have to deal with is whether to create or support clusters. In this light, policy
makers and practitioners alike have reached the conclusion that activation of existing
cluster be preferred over cluster creation, unless the conditions warrant otherwise. It is
because cluster activation leverages upon what already exists in terms of production
systems, market linkages, institutional framework and value chain linkages and therefore
are less resource intensive, low risk development venture, provides quick returns and
draws upon a coalition of private and public sector stakeholders.
On the other hand, cluster creation requires to develop a production system that requires
huge mobilisation of public and private investment and hence highly resource intensive,
driven by the public sector intervention, requires sustained finances, is fraught with high
failure rate and provides returns in long term.
Yet cluster creation may be required in conditions where the local economy does not have
any significantly important areas of economic activity, or the existing economy is dangerously
linked to one or two sectors which may have an endangered future.
6. All states with clusters should be encouraged to initiate cluster based development:
Currently there are only six states have undertaken cluster based development, while the
scope is immense. This will call for initial sensitisation of the public representatives and
top management of the concerned state government departments through short-term
programmes that can be undertaken by some of the premium institutions like
Entrepreneurship Development Institute of India, NIMSME, etc with adequate background,
understanding and experience on cluster based local development.
7. Set up cluster development cells within the funding agencies and state government
departments: In each state, a cluster development cell with adequate quality human
resources be established for management of cluster based development, preferably within
the pubic funding institutions where process based monitoring is an integral component of
all the initiatives. The cells should be provided necessary room for flexibility, development
of qualitative indicators, room for internal learning correction and yet be accountable.
The states should undertake training and orientation of all the relevant department officials
(e.g. fisheries, handlooms, handicrafts, industries, food processing, labour employment,
vocational training etc.) on cluster development approach, methodology and how to integrate
their departmental activity in line with specific cluster based requirements.
8. Strengthen some of the existing development agencies to become resource centres:
In order to ensure quality of cluster initiatives, it is suggested that at least 8-10 national
and 25-30 regional institutions be groomed to support the implementation of cluster based
development initiatives. Such institutions need not be created afresh, but should ideally be
drawn from among those that have a previous track record in development initiative, whether
from the public or private sector. Currently there are only 3-4 national institutions with
good standing and only 3-4 regional institutions undertaking such a work. Moreover,
research studies should be instituted with support from some of the leading think-tanks,
management institutions and other research institutions to develop cutting edge
methodologies, tools of assistance, evaluation techniques, undertake external evaluations,
benchmark clusters and suggest policy measures on a regular basis.

48
9. Undertake a national initiative on export promotion across specific clusters that have
a high potential to grow. This should be undertaken by the National Government through
Ministry of Industry Commerce with support drawn from specialised agencies to help
clusters link up with international value chains and investment promotion to plug the gaps
therein.
10. Undertake a national initiative to achieve environmental compliance across specific
clusters to ensure environmental compliances. This initiative should also be nationally
coordinated through Ministry of Environment with support drawn from specialised agencies
and implemented by a range of public and private institutions.
11. Undertake a nationally coordinated initiative on select social issues such as working
conditions, provision of micro-credit needs of workers community, living conditions and
safety aspects around specific clusters with scope for significant improvement. Such
initiatives may be coordinated by the relevant ministries such as Ministry of Social Welfare,
Ministry of Labour, Ministry of Tribal Affairs with linkages drawn from NABARD, Micro-
Finance Institutions, National Minority Development Finance Corporation among others.
Initial efforts in integrating micro-credit provision through micro-finance institutions (MFIs)
across select handloom and handicraft clusters in Orissa have demonstrated the potential
to alleviate poverty. Similarly initiative by a local industry association to ensure improved
social compliance in Jalandhar is a case in point. (See box below)
Box 4.1: Sports Goods Manufacturers at Jallandhar take social responsibility seriously
Thirty soccer ball manufacturers and exporters at Jalandhar in Punjab set up Sports Goods
Foundation of India (SGFI), constituting 80% of the export turnover of the cluster in 1998. This
came about in the face of international media allegations about child labour being used in the
industry. They set up a self-monitoring transparent mechanism across 3000 stitching centers in
rural areas of Jalandhar where 15000 artisans hand-stitched inflatable balls for the exporters.
Encouraged by the success of the initiative, the Foundation has since ventured into education for
the children of their stitchers through 27 special schools and 30 free tuition centers. Besides 4
schools are being run successfully with funding support through the local government. On the
health front, the business community has undertaken 25 free medical checkup camps that have
helped about 9000 workers. In the year 2006, it was felt that some of the stitchers could be
displaced by the onset of machine stitching. Accordingly, under a cluster initiative by UNIDO, the
Foundation has organized several SHGs to help them find alternate livelihoods and link up credit
provision through banks.
12. Establish cluster-oriented free trade zones, industrial parks
and other common facilities that can help clusters realise their
growth potential and upgrade facilities that individual enterprises
may find difficult to achieve. Such initiatives need to be taken by
respective ministries such as Ministry of MSME, Ministry of
Textiles, Ministry of Industry Commerce, Ministry of Food
Processing and relevant departments in the respective state
governments.
13. Undertake initiatives to develop specific financial
products suited for clusters: Different sectors and clusters have
specific credit needs that are not fulfilled by the limited number
of financial products that the various banks currently have in their
domain. One of the positive measures that can help augment
There is need to
develop specialised
financial products
that cater to the
specific needs of
sectors and
clusters to augment
credit flow to the
micro and small
enterprises.

49
credit flow to the micro and small enterprises is to develop specialised financial products
that cater to the specific needs of sectors and clusters. Some of the banks particularly in
the private sector have designed 'downscaled' products in the last few years with success.
Reserve Bank of India had also identified 60 clusters with high success potential to link
credit to SMEs. Small Industries Development Bank of India (SIDBI) has initiated a project
in this regard with support drawn from multi-donor funded facility in the year 2007.
14. Draw up initiatives that help select clusters to undertake innovation by linking them
up with international value chains and international benchmark clusters. Most of the currently
established technology development institutions tend to focus their initiatives for the upper
end of the clients in SME sector, thus benefiting only a handful few. Ministry of Science
Technology through its several affiliated organisations and National Manufacturing
Competitiveness Council (NMCC) with support from Ministry of MSME may take lead to
evolve the level of technology and innovation across select sectors and clusters. This can
be enabled by:
Provision of financial support and knowledge linkages to early innovators to help them
develop new products, services and processes
Sponsoring independent testing, producer certification and rating services for cluster
products/ services
Linking up with high-end buyers of cluster's products and services
Drawing up specific multi-stakeholder initiatives for research to commercialisation of new
ideas translated into beneficial products, processes and practices.
Box 4.2: Mutual Credit Guarantee Scheme - The Italian Experience
The Italian Mutual Guarantee Associations (Confidi) are solidarity groups established, in the form of
non-profit consortia or co-operatives, by small firms without access to credit. They have strong local
ties and are promoted by the active assistance of artisan associations and local chambers of
commerce.AConfidi has a large member base, implying a vast amount of funds for back guarantees.
The small firms directly contribute to create a risk fund, which provides mutual guarantees to their
members for borrowing finance from the banking system.Additional funds are contributed by external
support entities, such as Local Authorities, Chamber of Commerce and Industrial Associations.
Through their capacity to reduce asymmetric information, these associations are able to achieve
considerable financial and economic advantages.
Confidi evaluate their members' request of loan and recommend them to the lenders, provide
guarantees and pursue defaulting borrowers for loss recovery. They do not extend credit directly to
their members. The decisive characteristic of Confidi is that they are based on social capital in
addition to financial capital. Confidi have a competitive advantage in screening and monitoring
borrowers as well as in post-claim loss recovery over other forms of guarantee organizations and
banks due to their social proximity to borrowers. Confidi have extensive knowledge of the operating
sector of a member and are thus aware of factors such as competition within the sector, market
trends or production techniques.
Additionally, they assess the viability of an applicant's project by taking the entrepreneur's background,
business performance and reputation into account and are able to make better-informed decisions
than banks. Since defaults of Confidi members are about 10% lower than in the case of non-
guaranteed loans (in the case of well structured clusters like those in Marche the default percentage
is less than 1%), banks actually compete with each other to work with the local Confidi.

50
Linking up research development programmes of the publicly funded laboratories with
private sector participation and steering. (See Box below)
Box 4.3: Rajkot Diesel Engine Cluster: Network for common RD
The Diesel Engine Cluster Rajkot, Gujarat was facing competition from imported light weight
Diesel Engine (DE). Because of the light weight characteristics people could carry it in cycles and
other rural transport system. Thus it could penetrate the rural diesel engine market within a short
time span. The local manufacturers of relatively heavy weight DE started experiencing slowdown
in market sales. Moreover, sales realization also declined in export market especially in African
countries. 7 firms manufacturing DE in Rajkot joined hands and formed an informal network under
a cluster initiative by Entrepreneurship Development Institute of India (EDII), funded by Ministry of
MSME. The objective of the network was to develop a light weight DE which has a potent demand
in the local and abroad market. Moreover, it was also believed that the light weight DE could
reduce material cost and enhance cost competitiveness. Thus the consortium engaged itself in
RD work. Apart from utilizing in-house expertise, experienced technical persons from outside
were also engaged in this endeavor. After a number of trials and error they could finally develop a
light weight DE as per the market requirements. Being a new initiative, no one was quite sure of
the success, yet the members thought it prudent to take a calculated risk and invest on RD work.
It is quite likely that the new product will be launched in the market by Jan 2008.
15. Draw up national and regional initiatives to augment the supply of skilled human
resources to the clusters that are facing acute shortages in the wake of emerging high
demand supply gap. These initiatives should be nationally coordinated but implemented at
the National and State level depending on the domain). There are successful pilot examples
available such as shoe manufacturers up-gradation programme undertaken at Agra for
60,000 workers by CLRI in the year 2005-06 (see box below), 100 workers for protective
equipment stitchers at Jalandhar by Deptt. Of Science Technology (DST), 400 workers
for garment stitching in Ludhiana, Welders training programmes at Tiruchirapalli with support
from DST. This would require:
Reorientation of the curricula of the existing educational and technical institutions (State
Government and private sector).
Training of the existing faculty by providing them with necessary exposure to the small
enterprises and augmenting the faculty resources by getting entrepreneurs, BDS providers
and supervisors to also become special faculty members (State Government and private
sector).
Involvement of the local and sectoral industry associations along with machinery suppliers
to work with existing institutions (State Government and private sector).
Undertake workers' certification programmes with grading to help them undertake jobs
suitable to their potential (Nationally coordinated, State Government implemented).
National Ministry of Labour Employment in collaboration with International Labour Organisation
has in the year 2007 begun to assess the potential of scaling up skill development and
formalisation of the same while targeting them on specific clusters.

51
Box 4.4: Standardisation of training for shoe workers in Agra
Agra is home to shoes in India. More than 100,000 artisans earn their livelihood from shoe making.
The workers were only able to get work in 4 months in a year. In the meantime, around 30 large
firms in the organised sector needed skilled operators (new entrants) in the areas of stitching,
cutting, lasting, pasting and sole attaching. The total number of formally trained operators available
in entire India is estimated not to exceed 1000 per annum. Younger generation in Agra is not
inclined to take up the same vocation. Central Leather Research Institute (CLRI) with support
from DIPP under Human Resource Development Mission undertook an initiative in the year 2006
to target 60000 artisans. During the now concluded initiative, 40,000 artisans have been assessed
as per their skills and certified as A, B and C grade operators in different type of operations. In the
next phase short-term modular curriculum varying from 1-3 months will have to be developed to
upgrade the assessed artisans.
16. Leading chambers of commerce and sectoral associations to initiate cluster
development initiatives: The national, state level and sectoral industry associations must
initiate their own cluster development initiatives with or without support from the public
funds. This would not only enable to build private sector capacities to design and implement
their development initiatives but also set new benchmarks among the public and other
knowledge based development agencies to augment the quality of such initiatives.
'Confederation of Indian Industry' (CII), 'Federation of Indian Chamber of Commerce
Industry' (FICCI) and 'Indian Machine Tool Industry Association' (IMTMA) have undertaken
successful initiatives in certain sectors, with some good successes to emulate. These
need to be up-scaled significantly.
Box 4.5: Indian Machine Tools Industry sets new benchmark
The machine tools cluster in Bangalore is the largest concentration of machine tool enterprises in
India with 400 enterprises and total revenue of Rs 300 crores in the year 2004.Under a cluster
development initiative by UNIDO (1999-2003), it was identified that common procurement, joint
marketing, skill development and setting up of common facility for exhibitions could help the
enterprises grow significantly. While the initial start was provided by dynamic external facilitator
under the development initiative, the local chapter of Indian Machine Tools Industry Association
(IMTMA) took upon itself to not only continue the development initiatives in Bangalore, but also
extend to other machine tool clusters in Ludhiana, Ghaziabad, Pune and Rajkot. Once the trust
among members was strong enough, a total of 71 different activities were undertaken during May
2003 to March 2005 that cost the association and its members Rs. 70.55 lacs, but led to gross
quantitative return of Rs. 298.08 lacs thus reflecting an output-input ratio of 4.2:1. Besides the
measurable outcomes, the association members have felt a closer bonding among themselves,
stronger association, increased linkages between public private institutions and generated
confidence to undertake increased investments for new markets, including the one of China.
17. Support initiatives for cluster development by large private/public sector enterprises:
It is in the business interest of the large private sector enterprises to build up capacities of
their SME supplier firms. Direct interest taken up by the mother enterprises will only induce
positive response among the supplier enterprises and therefore most of the initiatives will
be self-funded. However certain specific initiatives where direct business profits are low,
especially in the small to medium term, public funding may be called upon in areas such
as capacity building, setting up of common facility centres, augmenting local industrial
infrastructure and social initiatives meant for the benefit of local communities and labour
welfare. Aggregation of sufficient quantify of supplies especially from the unorganised
sectors such as handicrafts and handlooms calls for financial stakes and capacity building
to be taken up by large buyers. One initiative in this regard taken up by Fab India, a

52
handloom and Khadi garments/furnishing retail chain has based on a successful model in
Chanderi (see box below), decided to upscale the initiative across several more clusters in
the country through private equity shared along with the artisans and ICICI bank.
Box 4.6: Up-end marketing by private sector
Fab India is an established handicraft retail outlet with branches all over India. In July 2004, at the
linkage support provided by the local MP, after several rounds of discussion, the core buying team
of Fab India visited Chanderi to explore the possibilities of bulk Purchase. After initial discussions
and assessment of Bunkar Vikas Sansthan (BVS), an organization comprising of the SHGs of
local artisans, Fab India decided to open its own office in Chanderi and also signed an MOU with
BVS. The MOU with Fab India ensured BVS an order of Rs. 50 lakhs in the first year with a likely
increase of Rs. 25 lakhs every year. BVS was given the responsibility of managing the production
of its SHG and through them with other SHGs in the cluster. The CEO of BVS was entrusted
withthe responsibility of managing the entire business. Actual sales to Fab India are estimated at
Rs 27 lakhs in 2004 and Rs 42.4 lakhs in 2005. The figure is likely to reach Rs 70 lakhs in the year
2006. While the CEO of BVS was the chief manager to start with, soon a number of weavers rose
from the ranks to deal directly with Fab India. The activities with Fab India trained the weavers in
timely and quality production.
18. Support cluster-specific transportation, communication and other infrastructure as
per the cluster requirements where needed. These initiatives should be implemented
preferably on PPP basis but it need not necessarily be the only way. Cluster stakeholders
stake in terms of financing and management should be ensured with safeguards to ensure
wider participation and higher support for weaker clusters.
Box 4.7: Kalady Rice Millers Consortium Pvt. Ltd.
Kalady Rice Millers Consortium (KRMC) is a special purpose vehicle (SPV) that was formed in
October 2003, as a private limited company. It is situated in the Kalady Rice Mill cluster of Ernakulum
District, Kerala. The consortium has 44 members. The cluster firms were losing large sums as they
were unable to sell or use the rice bran (which is a high value yielding by product) as their yield was
low. The cost of bran is normally inbuilt into the sale price of rice and thus even their rice was
becoming overpriced. This triggered the need for setting up the bran extraction plant by firms that
were otherwise competing. A bran extraction plant worth Rs. 50 million with a capacity of 3000 MT
was set up by the network by availing a loan of Rs 15 million, own fund of Rs 35 million and an
assistance of Rs. 500,000 from Government of Kerala under public-private partnership. Subsequently
it has set up a testing laboratory, weigh bridge, mill store, training Institute and a high yield rice
cultivation project spread in 4 acres. The consortium is in the process of setting up a rice bran oil
refining plant with the support of DC(MSME), under MSECDP (Government of India). The consortium
has initiated product innovation with research support of CFTRI and looks for higher project support
for the risk involved.
19. Support cluster specific information compilation in the areas of BDS providers listing,
subcontract exchanges, product process standards, technical and other support
institutional listing, raw material and machinery supplier listing, bulk tender requirements
etc. and dissemination mechanisms across clusters. This can be done by sectoral industry/
artisan associations to implement failing which state agencies can coordinate.
20. Undertake a national initiative to strengthen capacities of the industry associations
to increasingly undertake collaborative development initiatives in contrast to provision of
only lobbying services to their members. These initiatives should lead to rating of industry
associations and other business membership organisations (BMOs). The BMOs should

53
be horizontally linked with one another within each distinct sector as also geographically
across diverse sectors, duly federated at the national level to address issues that need to
be dealt with at different levels. Such initiatives may be nationally coordinated, implemented
by sectoral/ regional associations and other sectoral agencies with support also drawn
from the state government. Chambers of commerce and apex industry associations have
a significant role to play in providing knowledge inputs, training to the secretariats of cluster
specific associations and linking them up with national and state level policy.
21. Undertake national and regional initiatives to augment the supply of key business
development services (BDS): There are five key areas that require augmentation for
providing suitable BDS for the clusters. These are international marketing, technology,
financial services, designing and management inputs. One can draw lessons from the
some of the successful initiatives in the past that have helped to augment both from the
supply and demand side of BDS.
22. Follow an appropriate framework for monitoring evaluation (ME): ME framework
for cluster initiatives should ideally enable corrective action during the ongoing process
and provide policy lessons to re-work strategies at the cluster level and across the clusters
for policy makers. For this purpose both quantitative and qualitative information needs to
be accounted for since both have their significance that complements each other. New
tools need to be evolved that balance accountability with flexibility. Excessive focus on
standardisation and uniformity for administrative convenience leads to loss of focus on
process based local strengthening and customisation as per specific local needs. There
are three broad levels at which ME needs to capture information to undertake corrective
measures when they can be undertaken. The lowest level is at the cluster level, second
one at the scheme/programme level and the third is at the policy level.
At the cluster level, the results to be measured should be:
• Economic benefits by counting the increased profits, improved turnover, expanded
capacities, increased credit off-take, local infrastructure set up,
• Social changes including the extent of collaborative behaviour improvement measured
through number of collaborative initiatives, strengthening of local associations, forging of
new public-private partnerships, employment levels, working conditions and safety
• Environment sustenance by counting the extent to which environment damage could be
reduced, recycling of natural resources undertaken etc.
At the scheme/programme level, the results to be monitored should be:
• Impact on programme objective.
• Contribution by other agencies and private sector.
• Cluster based ME at the Ministry level.
• Documentation and dissemination of learning
• Upscaling

54
At the policy level ME may be done based on the following criteria:
• What is the extent of synergy enhancement among various cluster initiatives both in terms
of funding, information and knowledge flows among public and private institutions?
• What is the extent to which institutional capacity gap has been bridged?
• What is the extent to which cluster initiatives have become private sector driven in terms
of their management as well as funding of local development initiatives that may be
motivated either based on business potential and/or social responsibility factors.
• How have the cluster initiatives met the diversity of objectives within the overall vision of
inclusive development and growth? Regular ratings of clusters on various factors over a 3-
year time frame can help assess the progress or otherwise.

55
Annex 1.1
Clusters Around the World
(Excluding India)
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
Nation Total No. of
Clusters
Hi-Tech Traditional
Manufacturing
Artisanal
Australian sub continent
Asia
New Zealand
Australia
Total
%
China
Pakistan
Thailand
Bangladesh
Japan
Sri Lanka
Palestine
Nepal
Israel
Philippines
Jordan
Maldives
Bhutan
Lebanon
Singapore
Malaysia
Taiwan
Bahrain
Kuwait
Qatar
Oman
Saudi Arabia
UAE
Total
%
Morocco
Kenya
South Africa
Ghana
Total
%
Africa
6
1
7
50
11
-
2
1
15
1
-
-
1
-
-
-
-
-
1
2
1
1
-
-
4
4
5
49
12.3
1
-
-
-
1
8.3
4
3
7
50
77
32
28
17
3
12
9
-
5
6
4
-
-
3
2
-
-
1
3
7
7
10
6
232
69.7
4
4
2
1
11
91.7
10
4
14
101
43
35
23
18
15
9
8
6
6
4
4
3
3
3
2
1
3
3
8
24
21
17
360
5
4
2
1
12
-
-
-
0
11
5
5
-
2
-
8
-
-
-
4
3
-
-
-
-
1
-
1
13
7
6
79
18
-
-
-
-
-
0

56
36
3
7
1
4
-
-
-
1
-
-
-
-
1
-
-
-
53
10.2
20
1
-
21
12.5
1
-
1
-
-
-
2
15
119
11.8
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
50
51
52
53
54
55
56
Nation Total No. of
Clusters
Hi-Tech Traditional
Manufacturing
Artisanal
Europe
North America
U.K.
Italy
France
Germany
Denmark
Switzerland
Finland
Austria
Netherlands
Spain
Portugal
Sweden
Andorra
Ireland
Belgium
Norway
Turkey
Total
%
U.S.A.
Canada
Mexico
Total
%
Brazil
Ecuador
Costa Rica
Venezuela
Chile
Colombia
Total
%
Grand Total
%
Latin South America
126
149
88
30
15
13
11
7
5
6
3
4
2
1
1
1
1
463
89
132
7
7
146
87.5
3
3
1
2
1
1
11
85
836
82.8
165
152
95
31
19
13
11
7
6
6
4
4
2
2
1
1
1
520
152
8
7
167
4
3
2
2
1
1
13
1010
3
1
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
4
0.8
-
-
-
-
0
-
-
-
-
-
-
-
0
55
5.4
Note: (a) List of clusters for the individual countries is no way exhaustive and is a reflection of the extent of data collected. The actual
numbers are much more. (b) Since data for India is quite exhaustive, we have shown it separately, least it will bias the table.
Sources: P. Bianchi, L.M. Miller, S. Bertini (1997)
http://www.lged-rein.org/solar/solar_sre_clustervill.htm (Solar Energy Programme under Sustainable Rural Energy, LGED)
www.smeda.org.pk (Small and Medium Enterprise Development Authority)
www.ahan.org.pk {Rural Enterprise Modernization initiative of the Government of Pakistan (AHAN)}
www.competitiveness.lk/ceramics.htm (The Competitiveness Programme, Sri Lanka)
Dr.Claas Van Der Linde (2002), The cluster meta-study- list of clusters, Harvard Business School.
OECD Reviews of Regional Innovation, Competitive Regional Clusters, National Policy Approaches, OECD 2007

57
Annex 1.2
The original measure that gave an institutional framework for policymaking targeting regional
clusters was the law 317 which was approved on 25 September 1991. The main innovation of
this law was its focus on SMEs and, in particular, the scope that it gave for providing support
to groups of small firms rather than concentrating only on single, usually large firms. This was
an admission of the crucial importance of the industrial district model in the Italian economy
and recognized that such districts had, or potentially had, different policy needs. Article 4 of
the law was particularly significant because it formalizes the concept of consortia between
small firms and gave prominence to the provisions of collective services for groups of firms
(often known as real service). In general, the legislative framework has been overtaken by
decentralization, with regions now in change of increasingly broad areas of innovation and
enterprise policy. While this law seems to have had only a limited impact in practice for a
variety of reasons, the objective of promoting structural relations among firms and between
firms and other economic actors in a region remains a high priority and has emerged in other
forms in more recent national programmes.
Law on Clusters in Italy (Law 317)

58
Annex 2.1
Cluster Initiatives and Agencies Involved: Global Experiences
Transition Economies (Low and Middle Income Countries)
Afghanistan
Type of Clusters: Artisanal
Scheme: Afghan Carpet Cluster Intervention (2005)
Agencies: Global Network, an international trade consulting firm and Cluster Pulse (a cluster
development initiative NGO) and Afghanistan Competitiveness Project of USAID
Approach: Technology , Bank facility , Transport Market access (Linking with global market)
Pakistan
Type of Clusters: Traditional Manufacturing
Schemes: 1. Dairy Pakistan (2000) and 2. Pakistan Readymade Garment Technical Training
Institute (PRGTTI) (1997)
Agency: National Government
Approach: Training and RD Cooperation.
Philippines
Type of Clusters: Artisanal, Traditional Manufacturing and High-tech
Scheme: Davao Regional Development Plan (DRDP), 2004-2010
Agency: State Government (South Mindanao)
Approach: Promotion of clusters, fostering regional specialization, export promotion, job
creation.
Guatemala
Type of Clusters: Artisanal
Scheme: Guatemalan Ornamental Plants, Foliage and Flowers (2005)
Agency: State Government and Private Groups.
Approach: Mapping of clusters and linkages.
Peru
Type of Clusters: Artisanal and traditional manufacturing
Scheme: SME Development Initiative
Approach: Credit support and registration of clusters.
Georgia
Type of Clusters: Traditional manufacturing
Scheme: Tea Cluster Development (2003)
Agency: Government
Mexico
Type of Clusters: Traditional Manufacturing and Artisanal
Scheme: Empresas Integradoras Program (1993)
Approach: Preferential tax regime, easy access to bank loans and access to training
programs.
Poland
Type of Clusters: High-tech and Traditional Manufacturing
Scheme: SME Clustering and Networking Programme (1998) under the EU PHARE Programme
Agencies: National Government (Polish Foundation for SME development and Promotion)
and EU
Approach: Provision of infrastructure and funding

59
Hungary
Scheme: PKG
Agency: National and Regional Government
Approach: Financial and non-financial (infrastructure) support.
Slovak
Schemes: Affairs Study for an Action Plan in the framework of the European Charter for
Small Enterprises (2000)
Agency:NationalandRegionalGovernment(RegionalAdvisoryBoardsandInformationCentres)
Approach: Research Access, Education, Training and link-ups with global markets.
Estonia
Type of Clusters: High-tech
Schemes: 1. Competence Centre Programme (2003) and 2. Technology Programmes
(planning phase)
Agency: National Government (State-owned Foundations like Enterprise Estonia and KredEx)
Approach: Supporting financially and conceptually the creation of technology competence
centres between related industry and academia.
Latvia
Schemes: Support to Industrial Cluster Restructuring study under the EU PHARE
programme (2000-2001)
Agencies: EU and National Government
Approach: Export Promotion and improving the collaboration between the academia and
industries
Lithuania
Scheme:AnalysisofPreconditionsforClusteringinLithuaniaandGuidelineDevelopment(2002)
Approach: Establishment of business and innovation support structures (incubators,
innovation centres), industry-academia-government collaboration.
Turkey
Type Of Clusters: Traditional Manufacturing
Schemes: 1. Bartin Agriculture Cluster Development Project (2003)
2. Bartin Furniture Cluster Development
Agency: National Competitiveness Research Association, KOSGEB(Medium And Small
Enterprises Development Directoriate), National Government And State Planning
Organisation (State Government)
Approach: Starting of clusters, Provision of infrastructure, Training and credit facilities
South Africa
Scheme: Durban Metropolitan Council's Economic Development Department (2001)
Agencies: National and State (Natal) Government and academia
Approach: Funding and popularization of clusters, partnership between researchers and firms.
Czech
Type of Clusters: High-tech and Traditional Manufacturing
Schemes: 1.Cooperation Programme under the SME support policy (2001-2004) and
2. CLUSTERS (KLASTRY) (2004-2006)
Approach: Financial assistance of up to 50%, mapping of clusters, and disbursing subsidies.

60
Developed Economies
Finland
Schemes: 1. Centres of Expertise (1994) and 2. National Cluster Programme (1990s, over now)
Agency: Government
Approach: Collaborative private-public work with provision of technology centres (technology
parks) to house them.
France
Schemes: 1. Pôles de Compétitivité (2005) and 2. Local Production Systems (SPL) (late 1990s)
Approach: Promotion of triple helix projects involving research institutes, firms and the
government. Also, for small low-tech firms, providing assistance in marketing.
Germany
Schemes: 1. BioRegio (1995) and 2. INNOREGIO (1999) and 3. Ga (joint taskforce) for
network building (2005)
Agencies: Government (for 1st scheme) and Government and EU for the rest.
Approach: Promoting RD activities through EU or central and regional funding schemes.
Italy
Type of Clusters: High-tech and High-end traditional manufacturing
Schemes: 1. Law 317(91) (1991) and 2. Technical districts (2003)
Approach: Recognizing the importance of traditional clusters through promotion of
cooperative servicing known as real servicing. Technical Districts, while fostering effective
relationship between funding, research and practical application, looks into the social issues
like health and environment.
Norway
Type Of Clusters: High-Tech
Schemes: 1. Arena Innovative Networks (2001/2002) And 2. Centres Of Expertise (2005)
Approach: Technological upgradation through RD funding and RD cooperation between
the clusters.
Spain
Scheme: Competitiveness clusters (1991)
Agency: Regional Government
Approach: Technical upgradation to move up the value chain to improve competitiveness
owing to the threat of integration with EU
Japan
Type of Clusters: Education Clusters and Industrial Clusters
Schemes: 1. MEXT (2001) and 2. METI (2001)
Agencies: National Government and academia
Approach: Reform and upgrade the RD systems in regions; improve the flow of research by
networking the principal actors; and provide seed funding for joint activities. Ensuring a more
proactive role for the institutes in the regional RD system through effective technology transfer.
South Korea
Scheme: Innovative Cluster Cities (2004)
Agency: Government
Approach: Systematic integration of RD intensity (infrastructure) and development of
networking among academia, industry and research institutions (management tool).
Note: The countries are classified according to World Development Indicators (WDI) 2005, World Bank. We have lumped together
the Lower-middle and Low income countries in the WDI (2005) classification in our classification into low income countries here.

61
Annex 2.2
Typology of Cluster Activities- An indicative list
Trust Building
1. Awareness programme
2. Demonstration workshop
3. Special purpose meeting
4. Cluster visit
5. Joint Pilot initiative
6. Association formation
7. Networking
8. Formation of Consortium
Market Development
1. Market survey
2. Product development value addition
3. Product line extension
4. Brochure development/ product catalogue
5. Development of common website/ portal
6. Product Directory/ Manufacturers' Directory
7. Marketing consortium joint marketing
8. Establishment of common showroom
9. Distribution channel planning
10. Design development
11. Diversification
12. Fashion forecasting
13. Market targeting (domestic/export)
14. Organising trade fair / trade fair participation (domestic,
international)
15. Buyer-seller meeting
16. Common branding
17. Catalogue show
18. Marketing seminar
19. Export development programme
20. Delegation visit abroad
21. Common warehousing
22. Visual merchandising
23. Virtual exhibition
24. Niche marketing
25. Cluster twining
26. Intervention on packaging
27. Sub contraction exchange programme
28. Vendor development programme
29. Corporate linkage programme
30. Organising fashion show/ jewelry show (for RMG/Jewelry
cluster)
31. BDS for Marketing

62
Technology Upgradation
1. Technology mapping
2. Process demonstration
3. Technology Upgradation
Programme (TUP)
4. Adoption of appropriate
technology/ installation of new
machines
5. Technological implementations
6. Technology counselling
7. Energy conservation
programme/ energy audit
8. Technology sourcing/ hunting
9. Technology transfer
10. ISO 9000/14000/FPO/HACCP/
CE mark/WHO-GMP etc.
implementation
11. Sharing best practices
12. Reverse engineering
13. Technology benchmarking
14. Indigenisation
15. Technology incubation
16. Technology tie up
17. Hiring technical BDS jointly
18. Factory improvement
programme (FIP)
19. Quality audit quality circle
20. Adopting quality control
measures
21. TQM/ TPM
22. Just in Time manufacturing
23. Waste minimization
24. RD under PPP initiative
25. Calibration workshop
26. Linkages with technical
institutions/ CSIRs/ ICAR/ IITs
etc.
Capacity Building Skill Development
1. Strengthening of the local industry association
2. Training for the association secretariat
3. Newsletter
4. BDS data bank
5. FAQ
6. Training/seminar for the cluster stakeholders
7. On the job training/ skill development training
8. Benchmarking
9. Documenting best practices
10. Creating a knowledge bank
11. Information/knowledge dissemination
12. Provisioning of handholding services
13. CDE programme
14. Research and knowledge sharing
15. GI/ patent
16. Creating an ICT enabling environment
17. Engaging NDA
18. Social capital development
19. Networking with support institutions
20. Creating informal knowledge bank in clusters
21. Shop Floor Management
22. Establishing /strengthening BDS-enterprise linkages
23. Training of Trainers (ToT) Programme
24. Organising Growth programme
25. Establishing training centre for skill formation (PPP mode).

63
Strengthening
Backward Linkages
1. Ensuring smooth supply of
quality raw material
2. Formation of Input Purchase
Network (IPN)
3. Raw material bank
4. Buyer-seller meet
5. Ensuring smooth supply of
quality inputs
6. Quality awareness programme
for suppliers and users
7. Quality audit
8. Inventory management
Finance Related
1. Training on project report preparation/ project appraisal
2. Liasoning with banks
3. MCGF
4. SHG formation
5. Micro credit micro finance
6. Promotion of CLCSS/ TUFS schemes
7. Training on working capital management
8. Cost audit
9. NGO Banker interface
10. Credit facilitation
11. Sick Industry Revival Programme (SIRP)/ Industrial
Rehabilitation Programme (IRP)
12. Artisan credit card
Social Compliance
Imitative
Infrastructure Related
1. Adoption of HS measures
2. Group insurance for workers/
artisans
3. Group mediclaim
4. ESI
5. Adoption of welfare measures
like proper lighting, ventilation,
drinking water, canteen,
recreation facilities
6. CSR initiatives/ SA 8000
7. BSCI (Business Social
Compliance Initiative)
8. Pollution audit adoption of
pollution control measures
9. Common RO plant/ CETP
1. Technology incubation centre
2. Common testing laboratory
3. Liasoning with schemes like IIUS etc.
4. Technology Park/ Food Processing Park/ Bio Technology
Park/ Science Technology Entrepreneurs Park (STEP)
5. Establishment of common captive power plant
6. Design Centre
7. Common Raw Material Depot
Policy Sensitization:
1. Research policy advocacy
2. Facilitating dev. of cluster
specific schemes (demand
driven)
3. Imbibing cluster
competitiveness through
suitable policy measures

64
Annex 2.3
UNIDO Cluster Development Approach
1. Fundamental Principles:
• Micro or SME development is an interlinked phenomenon that cuts across several themes
(Technology, Skills, Marketing, Financial etc.) - Remember Holistic
• Efficiency and effectiveness of cluster initiatives for enterprises is enhanced significantly
by promoting 'targeted' (planned) Joint Action, at the core of which lies mutual trust -
Remember Social Capital.
• Every cluster resembles a live organic entity and thus requires customized support -
Remember non-Schematic
• A cluster can respond to the future challenges if the ability of its key stakeholders with
private sector in the lead, is enhanced significantly to undertake collective action -
Remember Local Governance framework and Sustainability
• Fostering a competitive market for Business Development Services (BDS) is essential to
develop dynamic clusters but requires a strong thrust on stimulation of articulated demand
among the MSMEs - Remember Demand Articulation
2. Unique Objectives:
• Stimulate collective efficiency among enterprises
• Build Culture of competitive Cooperation among key cluster stakeholders
• Build Local Governance framework (Enabling a local system of interconnected private
and public institutions with private sector in the lead to respond to cluster needs)
• Create competitive market of BDS
3. Unique Methodology:
• Target every cluster activity simultaneously at Micro (enterprise) and Meso (network,
associations and local institutional) level
• Deploy full time empowered Cluster Development Agent(s) i.e. CDA(s) with no business
stake in the cluster (to diagnose, plan activities, respond fast, resolve conflicts, get activities
implemented and monitor development
• Invest a minimum of 3-4 years time frame for a cluster
• Prioritise Issues of focus: (what needs to be done and when)
• Integrate BDS from outside
• Rarely, if ever, support individual firms
• Articulate demand by groups
• Provide linkages with multiple govt. schemes/support programme
• Cluster stakeholders

65
4. Expected end of project result
• Culture of competitive cooperation built to solve collective problems
• Significant investment of financial resources shared by private sector for developmental
initiatives
• Vibrancy and capacity of key industry associations/networks ensured
• Entire value chain representative groups and institutional framework agreeable to a common
articulated or unarticulated cluster vision.
5. Policy Level
• Create an acceptance of the approach at the policy level
• Train and prepare local institutions to widespread this approach
Cluster Facilitators (CDAs): Three key roles:
Most clustering initiatives around the world have a facilitator (or a facilitating team) in
place, usually resourced in part by a public agency. Typically, the role of the facilitator
includes:
1. Communicator and boundary crosser: Connecting stakeholders and opening up
communications across the cluster. Providing a neutral voice to facilitate linkages.
2. Strategist: Strategically understanding the cluster, its competitive position, its culture
and its development options.
3. Change agent: Facilitating the establishment of collaborative initiatives to upgrade the
cluster's competitiveness, ideally acting as the lubricant rather than the engine.

66
Annex 2.4
Select Cluster Schemes in India
1. Ministry of Textiles
Scheme for Integrated Textile Parks (SITP)
Objective: Provide the textiles industry with world-class infrastructure facilities.
Implementation: At each cluster a special purpose vehicle (SPV) will be formed with
representatives of local industry, financial institutions, State and Central Government.
Ministry of Textiles (MOT) will sign an MoU with ILFS or a similar professional agency,
which has considerable experience in infrastructure development, as Project Management
Consultant (PMC) for implementing the Scheme. PMC will report to MOT, who will directly
supervise the implementation of projects under the superintendence and control of
Secretary (Textiles). The role of the State Government is to provide all the requisite
clearances, assist in land identification, providing flexible conducive labour environment,
exemption of stamp duty, dovetailing other related schemes etc. The ongoing projects
sanctioned under the TCID/APE Schemes will be given an option to switchover to the
proposed Scheme.
(Source: Ministry of Textiles, Government of India- http://texmin.nic.in))
Baba Saheb Ambedkar Hastshilp Vikas Yojana (AHVY)
Objective: Organise artisan's clusters into SHG's/ Cooperatives to take up economic
activities, make artisans active entrepreneurs cum primary stakeholders for easy access
to domestic oversees mkt., upgrade skill through appropriate design technology
Intervention, provide infrastructure support, ensure effective participation of all members
involved in production marketing. process create centres of excellence with well
integrated forward backward linkages.
Implementation: AHVY scheme devised as an integrated approach for sustainable
development and promotion of identified handicrafts clusters, envisages external
intervention of four types- social, technological, marketing and financial. The schemes
may be implemented by any of the following implementing agencies (IAs)- reputed NGO's
/ Cooperatives / apex Cooperative Societies / Trusts / COHANDS / EPCH / CEPC / MHSC
/ IICT / NCDPD / NIFT / NID / University Department , DRDA / NIMSME, EDI , Central /
State Handloom Handicrafts Development Corporations / Agencies , federation of NGO's
/ SHG's Consortium etc.
The process start with diagnostic survey of the identified clusters in the form of detailed
project report indicating the needed interventions in order of priority, sequencing of the
implementation of the interventions and concurrent activities etc. Mobilisation of the
beneficiaries shall be undertaken in the clusters where diagnostic survey has been completed.
Technological, marketing, financing activities will follow as per cluster need.
As the Implementing Agencies, specially the smaller ones do not have enough exposure of
current developments in the field of design, technology management, Guiding Monitoring
Agencies may be involved for monitoring and supervision as per the requirement, guiding
IAs in terms of market intelligence, technology and design input as per the cluster's need,
linking with other developmental partners both Govt, and Non-Govt., including banks and
financial institutions and putting in place a reliable and sustainable supply chain mechanism.
(Source: DC (Handicrafts), Ministry of Textiles, Government of India, http://handicrafts.nic.in/
ahvyscheme.htm)

67
Integrated Handloom Cluster Development Programme (IHCDP)
Objective: Empower and build capacity of handloom weavers to meet the challenges of
the market and global competition, facilitate collectivization of handloom weavers and
service providers, provide common infrastructure, encourage convergence of schematic
assistance and support service from various schemes and programmes of government
and other agencies. IHCDP is an attempt to facilitate the sustainable development of
handloom weavers located in identified clusters into a cohesive, self managing and
competitive socio-economic unit.
Implementation: Development Commissioner (Handlooms) is the nodal agency responsible
for holding and disbursement of funds to the identified implementing agencies (IAs). Overall
monitoring of the project is under the supervision of an Apex Committee. The IAs can be
institutions of the Central and State Governments, semi-Government institutions, NABARD,
EDI, NHDC and NGOs with suitable expertise and experience to undertake a scheme. IA
shall identify and support a CDA exclusively for each cluster, who will be responsible for
conducting diagnostic study, preparation and implementation of cluster action plan, promoting
linkages with institutions, building the local governance framework, etc. The Apex committee
will identify and engage the National Resource Agency (NRA) in identification of clusters,
conducting training of CDAs and other officials of the NA, validation of cluster action plans
and monitoring and evaluation. The role of the Apex Committee is to provide overall strategic
directions to the project, approval of the projects, budgets and action plan submitted by the
implementing agencies, periodical review and monitoring of the progress made by various
cluster-developing agencies etc. The State Government can assist by constituting necessary
provision for allotment of land free of cost/subsidized cost to the cluster for construction of
common facility center /dye center etc.
(Source: DC(Handlooms), Ministry of Textiles, Government of India, http://handlooms.nic.in/
hl_comp_scheme_main.htm).
Cluster Development Programme, Textiles Committee of India
Objective: Capacity building of SMEs, through a cluster based approach, by way of
fostering the collective efficiency of SMEs and improving the support systems, so that the
emerging opportunities on account of globalization and liberalization are exploited.
Implementation: The Scheme will be implemented by the Textiles Committee itself. A
Diagnostic Study will be conduced in selected clusters to identify gaps and support initiatives
required to be provided by various organisations. An Action Plan will be drawn up based
on such Diagnostic Study, to fill the identified gaps, within a time period of 3 years. While
the regional offices of the Textiles Committee will act as nodal offices for the concerned
clusters, an experienced officer within the concerned office is designated as Cluster
Development Agent (CDA) exclusively, for implementation of the programme. The local
industry and the Support Service Institutions will be involved through Cluster Co-ordination
Development Group (CCDG). The impact of the programme will be assessed periodically
by adopting scientific methodology.
(Source: Ministry of Textiles, Government of India,)

68
2. Ministry of MSME
Micro and Small Enterprises Cluster Development Programme (MSECDP)
Objective: Enhancing productivity/competitiveness of small enterprises, facilitate
economies of scale in terms of deployment of resources, integrated and focused
development of micro and small enterprises and gainfully link them to value chains with
higher gains at lower cost.
Process of Implementation: A lead Government institution to be the prime mover of a
proposal for cluster development in the initial stages of its conceptualisation, design,
determination of technical parameters, project preparation and documentation, etc., in
consultation with the cluster beneficiaries. It will, however, be necessary to constitute the
SPV at the earliest possible, with clear indication of the time frame for completion of this
essential requirement while submitting the proposal for Government assistance.
An officer/executive of the cluster-based SPV or the implementing agency (other than the
SPV) has to be selected and trained to act as the Cluster Development Executive (CDE).
The CDE is required to conduct the Diagnostic Study, prepare the Action Plan based on
the former and get the Plan implemented with full participation of the Cluster Actors, so as
to build up the collective capacity of the units in the Cluster to sustain and carry on the
promotional as well as commercial activities in the long run even after the project comes
to an end.
The main steps for cluster development programme will be selection of cluster(s), selection
of Cluster Development Executive(s), trust building, diagnostic study, preparation of action
plan, approval of budget and leveraging of funds from various institutions, implementation
of the action plan, monitoring and evaluation, handing over and exit, self-management
phase.
Funds will be released by the Office of DC(MSME) directly to SPV/IA, under intimation to
the govt. Monitoring evaluation is done by State Govt. if implemented by State or by
Ministry of SSI if not implemented by State Govt.
(Source: DC(MSME), Ministry of Micro Small and Medium Enterprises)
Scheme of Fund for Regeneration of Traditional Industries (SFURTI)
Objective: To develop clusters of traditional industries in various parts of the country,
make them more competitive, strengthen the local governance systems, and build up
innovative traditional skills, improved technologies, advanced processes, market
intelligence and new models of public- private partnerships.
Process of Implementation: KVIC and the Coir Board will be the Nodal Agencies (NAs),
driving the scheme. The cluster development proposals received from the NAs will be
considered by the Scheme Steering Committee (SSC). The SSC is entrusted to see that
the selected clusters are spread over the country reasonably evenly, with at least 10 per
cent located in North-Eastern Region. The SSC will identify Technical Agencies (TAs)
having expertise in cluster development methodology for providing technical support to
the Nodal Agencies and the Implementing Agencies (IAs) undertaking cluster development
activities. With the help of the TAs, the Nodal Agencies will identify the clusters and IA for
each cluster. Each IA will identify and appoint a Cluster Development Agent (CDA),
exclusively for each cluster, who will be located in the cluster full time and will be responsible
for implementing the Scheme in the assigned cluster. The CDAs will conduct the diagnostic
studies in the clusters and prepare annual action plans which, after validation, will form
the basis for the development of the cluster.
(Source: Ministry of Micro Small and Medium Enterprises, http://msme.gov.in/msme_sfurti.htm)

69
3. Ministry of Commerce and Industry
Industrial Infrastructure Upgradation Scheme (IIUS)
Objective: To enhance international competitiveness of the domestic industry by providing
quality infrastructure through public-private partnership approach in selected functional
clusters/locations which have greater potential to become globally competitive. The
improvements in performance will be secured in selected competitiveness indicators to
be developed in consultation with each industrial group.
Process of Implementation: The development of the cluster will be through a Special
Purpose Vehicle (SPV) which will carry out the business of developing, operating and
maintaining the infrastructure facility created in the industrial locations. SPV will be a
Corporate Body/Association registered under the Companies/Societies Act. The structure
of SPV will be approved by an APEX Committee which will also decide approve the
cluster/ industrial locations for development under the scheme. Financial Institutions (FIs)
will help DIPP (Secretary to Apex Committee) in project structuring, implementation and
leverage of funds. For projects where costs are borne by FIs, the appraisal done by FIs is
accepted by DIPP. For projects not funded by FIs is appraised by DIPP through an
independent agency. Monitoring Evaluation will be carried out by DIPP.
(Source: DIPP, Ministry of Commerce and Industry, http://dipp.nic.in/iius/iius_index.htm)
4. Other Techno- financial Institutes
Schemes on Micro finance, NMDFC
Objective: Help artisans to seize opportunities meet the challenges of a rapidly globalising
world, dovetail with various government schemes, strengthen network, policy focus on
employment generation, fuelling growth through creation of new craft based enterprises
revitalising them. Other specific goals include increasing the availability of financial
services, social security create a conducive pro poor environment within developmental
institutes governmental agencies operating locally.
Process of Implementation: NMDFC is the financing institution. It has dovetailed with
the existing scheme of DC (Handloom) DC (Handicraft) on cluster development to work
jointly effectively on development of Minority Craft Cluster. The implementation of the
cluster is done through Local Implementing Agencies, which can be identified by DC
(Handloom), DC (Handicraft) or NMDFC. The local agency is responsible for identification
of target groups assessing the requirement of each member with regard to credit
related needs. Certain activities like infrastructure support (CFC, process house, effluent
treatment plant etc.) and marketing support (marketing information, guidance, participation
in various fairs exhibitions, etc.) will be provided under the schemes of DC(Handicrafts)
DC(Handlooms). However, NMDFC through its regular programme of marketing
exhibitions would give preference to such clusters. The monitoring evaluation will be
done by an Apex level committee constituting NMDFC (MD), DC(Handicraft) or
representatives, DC (Handloom) or representatives and representatives of UNIDO
NABARD.
(Source: NMDFC)

70
Financing and Development of SMEs, SIDBI
Objective: Making SME lending an attractive and viable financing option as also facilitate
increased turnover and employment in the sector. One of the component of the project is
Technical Assistance (include clusters), which aims at strengthening the policy/legal/
regulatory framework and its enforcement, improve credit information of SMEs, build
institutional capacity of the banks to reduce transaction cost, provide BDS and institutional
support to Project Management Division and ME.
Process of Implementation: This is a World Bank-led multi-agency/multi activity project,
where SIDBI has been assigned with the responsibility of implementing it and the Banking
Division, Ministry of Finance, Government of India is the nodal agency. The IBRD, DFID
UK, KfW Germany and GTZ Germany are the international partners in the Project.
(Source: SIDBI, New Delhi)
Cluster Development Scheme, NABARD
Objective: Strengthening of existing clusters and development of new clusters in
exceptional cases towards sustainable competitive advantage through technology
upgradation transfer, raw material access, skill development, managerial inputs, credit
support and marketing assistance.
Process of Implementation: Identification of clusters, conduct diagnostic study and
preparation of cluster status and action plan, identification of solutions to problems / issues,
selection of NGOs/ VAs / Developmental Agencies, constitution of Cluster Development
Committee, assignment of clear roles to various partner agencies, approval of Action
Plan / Launching of the Programme , sensitisation for the partners of the programme,
awareness / Skill development of artisans, increasing product range and improving quality
and productivity, supporting technology upgradation / transfer, implementation of credit
linked promotional programmes through NGOs / VAs / DevelopmentalAgencies, monitoring
the progress closely through the Cluster Development Committee at regular intervals,
development of Management Information System.
(Source: Website of NABARD http://www.nabard.org/nonfarm_sector/pp_ad_cluster.asp and
personal meetings)
Project Vikas, NMCC
Objective: To stimulate manufacturing competitiveness of SMEs across clusters in the
country, demonstrating Microsoft's commitment to IT innovation by facilitating knowledge
based business and skill environment.
Process of Implementation: The intervention will take place in three phases:
Phase I- Understanding cluster needs and preparing a cluster action plan, improving local
participation in cluster level activities.
Phase II- Improving skill sets of the cluster based on the action plan with an aim to increase
the level of ICTin the business process.
Phase III- this phase will see actual increase in the productivity due to ICT usage in
different firms and organizations in the cluster.
(Source: Website of NMCC, http://nmcc-vikas.in/Pages/default.aspx)

71
5. State Government
Marginal Money Loan and Grant Assistance for Cluster Development Activities,
Government of Kerala
Objective: To serve the needs of cluster and their development.
Process of Implementation: Common Corporate Entity (CCE) shall form a consortium
registered as a Private Ltd. company under the Companies Act and approved by the Director
of Industries Commerce. The application shall be given to the General Manager, District
Industries Centre by CCE, who will forward it with due recommendation to the DIC.
Recommendation of the financial institution/bank shall be obtained before the loan is
sanctioned. Director of Industries shall have sanctioning powers for margin money loans to
any entity including MML for both working capital and term loan. MML will be disbursed to
the entity only through the financing institution concerned. The CCE shall be bond to pay the
interest (9% p.a) from the date of withdrawal of DD. The Financing agency shall advise the
Director, along with its recommendation, the schedule of repayment of the loan so as to
enable the Director to prepare the repayment schedule for the MML. Margin Money loan
granted under this scheme is to be repaid by the borrower in 16 equal quarterly instalments.
No-collateral security or charge on assets of the CCE during the pendency of loan by the
CCE to the financial institutions or banks is required for the MML. But the Government shall
have a charge on the assets of the CCE once the term loan liabilities are serviced.
(Source: Department of Industries, Government of Kerala, http://www.keralaindustry.org/
cluster_mml.htm)
Scheme for Assistance to Cluster Development, Government of Gujarat
Objective: Strengthening existing clusters by providing necessary support to improve
competitiveness and meet the global challenges ahead. As part of these initiatives, the
State Government intends to encourage Industries Associations for creating necessary
common infrastructure facilities at lower cost.
Process of Implementation: The project proposal should preferably be prepared by a
recognized institution and should ensure that it contains essential features of a project
document. The State Level Approval Committee will grant the approval to the proposals
received for cluster development and decide the quantum of assistance for each proposal.
The Committee will also prescribe the terms and conditions for implementation of the
project and monitor the progress. Applications under the Scheme for various proposals/
projects from Clusters of industries at various locations will be received and processed by
the Industries Commissionerate, Gandhinagar.
(Source: Office of Industries Commissionerate, Government of Gujarat, http://ic.gujarat.gov.in/
promo-sch/cluster-state-gr.htm)
Integrated Cluster Development Programme, Government of MP
Objective: The main aim of this scheme is to develop important clusters of traditional
products of KVI tourism centres to attract tourists in coordination with various departments
of the State Government of India. Provide facilities to sericulture activities as per scheme
directives. To take up comprehensive development of living heritage clusters to increase
employment opportunities.
Process of Implementation: Under this scheme, on the basis of Cluster's requirement,
special project proposal can be entertained assistance can be granted at a time for total
development. Power of assistance approval will be with the State Level Approval Authority.
(Source: Department of Rural Industries, Government of MP)

72
Craft Village Scheme, Government of Orissa
Objective: To create sustainable self employment opportunities for craft persons, higher
level of production and design efficiencies in the cluster, market oriented development of
major craft clusters of Orissa, building capacities of SHGs so that they sustain on their
own and create synergies between the various stakeholders for promotion of craft clusters.
Process of Implementation: (i) Each cluster picked up for intervention will be diagnosed
in details.An action plan based upon the gaps identified would be prepared for intervention.
(ii) Promoting the concept of collective efficiencies, joint action and self reliance through
SHG or other modes of cooperation (iii) Dissemination of best practices from other clusters
and awareness building programmes such as exposure visit, workshop, seminars etc. (iv)
Market led and need based interventions in skill upgradation, technology, design and
product development (v)Joint efforts of crafts persons to link with the markets through
multiple channels like NGOs, exporters, marketers, entrepreneurs etc. (vi) Synergy of all
support institutions (vii) Effective usage of Business Development Service providers for
collective efficiency of the cluster (viii) Building of local capacities for sustenance of the
developmental efforts in the cluster. SIDAC would be the apex monitoring coordinating
agency responsible for selection of CDA and would deploy need-based mechanisms of
actual implementation, monitoring and review of the programme.
(Source: UNIDO, Orissa)

73
Annex 3.1
Typology of Stakeholders Discussants
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
Policy Level Institution
Ministry of MSME
Department of Industrial Policy Promotion, Ministry of Commerce Industry
DC(HC)
Department of Ayush, Govt. of India
NABARD
Commissionerate of Industries, Govt. of Gujrat
Director of Coir Development, Govt of Kerala
TOTAL- 7
Resource Organisations as well as Implementing Agencies
NIMSME
K-BIP
EDI
Global Network
Textile Committee
SBI
TOTAL- 6
Implementing Agencies
ILFS
APEX
STED
ATiRA
CGCRI
TOTAL- 5
List of Clusters
Allepy Coir Cluster
Bangalore Machine Tools
Rice Mill Kalady
Bidri Craft Cluster
Rajkot Diesel Engines and Engineering
Parlakhemundi, Dist Gajapati, Orissa cluster
Perumbavoor Plywood
TOTAL-7

74
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
49
Firms
Bidri Crafts
Subbaiah Enterprises
ETA Technology Pvt Ltd.
Ace Desighners Ltd
Ace Carbo Nitriders
Seepison Plyboards
Artisans of Orissa
Topland Engines Ptd Ltd
Diesel Engine Committee,REA
M/S Parag Casting
TOTAL-10
BDS Providers
Bureau of Indian Standards
Central Manufacturing Technology Institute
CGCRI
NSIC Technical Service Centre
IKON Marketing Consultants
TOTAL- 5
Financial Institutions
NABARD
KRISHNA GRAMIN BANK
TOTAL-2
CDEs
Common Facility Service Centre
CGCRI
TOTAL-2
Associations / Networks
Rajkot Engineering Association
Allepy Coir Cluster
Rice Mill Cluster of Kalady
SAUM, Ahmedabad
Pig Iron Committee
TOTAL- 5

75
Annex 3.2
Suggested Selection Criteria for Implementing Agencies
1.
2.
3
4
5
6.
7.
8.
9.
10.
11.
12.
Specialized technical
employees
Experience of
involvement in sector
Location of the
organization
Facilitate BDS
Potential to tie up
Public Private
Partnership
Prior experience in
similar initiatives/
cluster development
Record of Liasioning
with financial
institutions/ technical
institutes
Management related
inputs to CDEs
Similarity in objective
with the scheme
Understanding of the
cluster development
methodology
Market related
interventions
Prior experience in
social development
TOTAL
Criteria
Number and experience
of employees
Prior experience in
sector
Geographical presence
/ spread of the agency
Ability to deliver BDS
internally
Prior experience
Years of experience in
cluster development
Ability to network with
financial/ technical
institutions
Ability to guide
Nearness of views in
socioeconomic/sector/
entrepreneurship
development
Exposure to cluster
development
methodology and
number of employees
trained
Ability to take up market
related interventions
Years of experience
Scoring Criteria
Higher the institutional
capacities better the
performance.
Prior experience will benefit
in terms of immediate results.
Close proximity to the cluster
will help networking
liasioning
Higher access flexibility to
provide services
Need for sustainable
development
Better understanding of the
activities to be undertaken
Potential to bring in such
initiatives in the cluster
Better performance of
implementing stakeholders.
Whole hearted involvement
of the organisation
Can provide guidance with
confidence.
This is the score of all
understanding, which will
shape the rest
Building blocks for CDP.
Reasoning
5
5
10
5
10
10
5
10
10
10
10
10
100
Score
The maximum score is 100. The selection for implementing agencies will be depending on the relative scoring of the organisations.
Source: EDI, Ahmedabad

76
Annex 4.1
Additional Resource Requirement Assessment
Five year framework (2007-2012)
Three levels of financial resources: There are three levels of programmes, viz. national,
regional and local. The national programmes tend to address cross cutting issues around
sectors and across regions. Within a region, programmes can be developed that combine
aspects related to multi-clusters within a district and across contiguous districts. Such
programmes are referred to as regional development initiatives. At the local level, there are
essentially three basic categories of cluster based initiatives. The three are not mutually
exclusive, but reflect the primary focus as per details below.
1) Ensuring service delivery and providing technical support for collaborative projects:
It focuses on delivery of services in one or more pre-identified areas such as skills, technology,
design, working conditions, credit delivery, investment promotion, quality development, market
development as per the mandate of the funding institution. These projects are generally
short-term in nature and can be for periods ranging from 6 months to 3 years. The core
expertise of the implementing agency is to deliver or get delivered the specified areas of
support and may cost the public exchequer between Rs. 10 lacs to Rs. 2 crores depending
upon the scale and scope of the project, averaging at Rs. 50 lacs per cluster.
2) Engagement of local cluster stakeholder actors to link and leverage upon the available
resources and strengths. This is meant for a medium term horizon over a period of 3-5
years and generally costs the public exchequer Rs. 60 lacs to 1 crore over the entire
duration. The focus of projects is to address some of the systemic issues seen from the
perspective of linkages, relationships and synergies. The core expertise of the implementing
agency is its ability to diagnose the critical issues and engage multi-stakeholders for
collaborative initiatives.
3) Development of capital intensive projects around heavy RD or infrastructure: Typically
such projects have a long term horizon of 5-10 years and try to address long term
bottlenecks. While there have so far not been any RD focused cluster initiatives, there
are several infrastructure based initiatives, already detailed out in chapter 2. The cost of
infrastructure per cluster could vary from Rs. 10 lacs for a small cluster to Rs. 50 crores for
a big cluster.
There are already several initiatives that are ongoing through a number of schemes by different
ministries, either through new budget provisions or by using dovetailing existing options. This
component of the budget is not calculated here, considering that the provision already exists.
It is only the additional support that may be required for the following initiatives that are
considered important to ensure effectiveness of the ongoing initiatives.
Capacity building for creation of cluster related institutional infrastructure and undertaking of
initiatives that promote synergy across various initiatives may cost a total of Rs. 250 crores
over 5-year period for the following specific measures:

77
a. BDS development across 10 main areas such as designs, export promotion, technology
across various sectors, management, finance: @ 5 crore each will lead to Rs. 50 crore
b. Skills assessment across various sectors (20) and instituting initiatives to plug the gaps:
@ Rs. 5 crore each will lead to Rs. 100 Crores
c. Industry association capacity building: Rs. 50 crores
d. Implementing agencies and resource institutional strengthening: Rs. 50 crores
e. Other programmes such as building of information database, creation of new knowledge
around cluster development frameworks, development of monitoring evaluation
frameworks etc. can be supported from existing funding options.

78
End Note
1
Piore et al : 1984, Pyke et al : 1990, Pyke : 1992 and Sengenberger et al : 1990
2
Becattini: 1990, Best: 1990, Bianchi et al.: 1997 and Porter: 1990
3
Along with/ without large firms.
4
Law 317: A brief explanation of the law given in Annex 1.2.
5
This is a revised definition (being considered) from the previous minimum of 5000 looms.
6
As stated by Mr. Jawahar Sircar, Additional Secretary and Development Commissioner (MSME), at the Workshop on
Policy and Status Paper on Cluster Development in India held on July 10, 2007 in New Delhi (organized by Foundation
for MSME Clusters).
7
As stated by Mr. Jawahar Sircar, Additional Secretary and Development Commissioner (MSME), at the second Work-
shop on Policy and Status Paper on Cluster Development in India held on October 5 2007 in New Delhi (organized by
Foundation for MSME Clusters).
8
Software Technology Park of India (STPI) is set up by the Department of Communication and Information Technology,
Government of India in 1991, with the objective of encouraging, promoting and boosting the software exports from India.
STPI Centres have come up across the country in as many as 21 locations, the major industry concentrations is at
Bangalore, Noida, Chennai, Hyderabad and Pune, reflecting the natural technology clustering effect.
9
While the handloom and handicraft clusters are well defined and validated at the primary level, the figures for other micro
enterprise clusters is based on secondary data with wider product category and need to be further worked upon.
10
This section draws heavily from OECD 2007, The Cluster Policies White Book, IKED 2004, The Cluster Initiative
Greenbook, 2003 and A Practical Guide to Cluster Development, DTI (undated).
11
Data collected from (1) www.ktm.fi/index.phtml?l=ens=1971, (2) Industrial Development Report, UNIDO 2005. (3)
www.janbo.gr.jp/relation/data/pdf/Cluster_Kenkyu_houkoku_english.pdf, (4) OECD: 2007.
12
Subject to various clearances.
13
CII has been continuously charting a Roadmap to enhance competitiveness of its dominant SME membership. A cluster is
formed by voluntarily coming together of a group of 10-12 companies to work together towards a focused goal. Till date 75
clusters network / consortia as they better knows in internationally accepted terminology are formed impacting 297 companies.
14
RUDA follows a sub-sectoral as well as integrated and cluster based approach for promoting rural micro enterprises. Till date,
12 clusters have been supported by RUDA in Rajasthan in cooperation with several institutions like UNIDO, CLRI, CGCRI etc.
RUDA is now officially the nodal agency for cluster development in Rajasthan.
15
Though they do not have any cluster development scheme per se.
16
Broadly investment in infrastructure is referred to as hard intervention. Investment in capacity building (e.g. training), market
promotion, technology development, network promotion, etc. are referred to as soft interventions.
17
Over 100 artisans
18
Estimated at USD 10 million by end 2002
19
By 2002
20
Estimated at USD 10 million by 2002-2003
21
Including 8 units which are under process and 36 with those that started the programme on their own based on the work done
in the 24 units
22
Including 25 units which are under process at the time of writing the End of Project Report
23
Including 28 units where work is in progress at the time of writing the End of Project Report
24
Many of these issues were raised during the First Workshop on Policy and Status Paper on Cluster Development in India
held on 10th July 2007.
25
There are only a few isolated star clusters in India. For example only one cluster of Moradabad (Uttar Pradesh) brassware
among 3000 handicraft clusters contributes to around one third of all handicraft goods. Similarly in the coir sector, almost 80%
of all exports originate from Allapuzha in Kerala.
26
Based on estimate of working with several industry associations in a number of clusters and also discussions with experts
working in this field.
27
See Chapter 2.

79
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