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w w w. b r i g h t o n f u s e . c o m

When we look at the types of innovation taking

There is also a fundamental divergence between

place in the sample, we find most firms modified

the types of innovation taking place in the cluster

their production processes and ways of running the

and the use of intellectual property rights like

business (71%), introduced new services (61%),

patents, trademarks or design rights. Only 1% of our

trained their staff and changed their business

respondents applied for a patent in 2010 and none

models. More than half of respondents produced

registered a design. Once again, sector diversity in the

materials eligible for copyright, which is striking given

cluster is reflected in variation in innovation activities.

the low importance (8%) of royalties as a source of revenue for firms in our sample.

We also asked our respondents whether they

Figure 10: Innovation activities (% who engaged in one between 2010 and 2011)

ahead of the competition and whether they were

0%

20%

40%

introduced products and services to the market

60%

80%

New processes

71.1%

New services

63.7%

Staff training

60.4%

New business models

59.9%

New goods

55.7%

Material eligible for copyright

55.5%

New software

37.2%

Register a trademark

11.9%

Apply for patent Register a design

1.1%

0%

100%

willing to disrupt their processes – these are measures of the intensity and radical nature of innovation, rather than whether it takes place or not. 17% of firms in the sample agree strongly with the first statement, and a third (35%) with the second.

5. Fusion is connected to higher levels of innovation Fused and superfused firms innovate across more areas. While only 13% of unfused firms carried out five or six innovations, the proportion of fused firms is 32%, and just over 40% for superfused firms. In other words, 4 in 10 of the superfused firms we surveyed were involved in all the types of innovation we asked them about. We see this across all areas except training. They were also much more likely to launch products and services ahead of competitors, express willingness to disrupt their processes, and empower their staff to try new things.

New processes. 71.1%. New services. 63.7%. Staff training. 60.4%. New business models. 59.9%. New goods. 55.7%. Material eligible for copyright. 55.5%. New software. 37.2%. Register a trademark. 11.9%. Apply for patent. 11.9%. Register a design. 0%.

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The Brighton Fuse  
The Brighton Fuse  
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