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OMNIPACK First Hungarian Cluster of Packaging Technology

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General Information
The date when the cluster organisation was established: 
Thursday, 13 November, 2003
Number of staff in the management team of the cluster organisation : 
6-10
Regions: 
Közép-Magyarország
Cluster Excellence Label: 
Silver Label
Other Label: 
Accredited Innovation Cluster
Membership to other networks/partnerships: 
Cluster Management Team: 
NameSurnamePositionTelephoneEmailGender
Zsolt
Keresztúri
Cluster Manager
+36304759638
zsolt.kereszturi@omnipack.hu
Male
Klára
Tóth-Maródi
Internationalisation Responsible
+3652453101
klara.marodi@dbh-group.com
Female
Réka
Vas
Cluster Manager
reka.vas@dbh-group.com
Female
Alexandra
Bogdány
Cluster Manager
+3618037915
alexandra.bogdany@dbh-group.com
Female
Languages spoken: 
English
French
German
Spanish
Sectoral and Industrial Focus
Sectoral Industries: 
Paper and Packaging
Production Technology and Heavy Machinery
Technology fields: 
Nanomaterials
Packaging for machines
S3 EU priority areas: 
Machinery & equipment n.e.c.
Scientific research & development
Emerging industries: 
Advanced Packaging
Composition of the cluster
Total number of members: 
26
Number of SME members: 
24
Number of larger company members: 
1
Number of research organisations/universities/technology centres: 
1
Number of other ecosystem actors : 
4
Entrepreneurship and scale-up support facilities in the cluster's ecosystem (see "Organisation type"): 
Name and link of major players: 
Cluster Strategy
Mission/Objectives: 

Strategic Directives, Vision 

Principals of Strategy 

The First Hungarian Packaging Technology Cluster is specific and unique. Considering this, its whole  strategy wields these attributes too: it can’t be recognised as a general cluster strategy. 

This strategy was made for the cluster, its community and its proactive members, in order to make  use of it during their daily routine and decision making. 

The Clusters Goals 

The Cluster was formally established in 2003. Its founding members were in difficult position and  they believed that cooperation would bring them better results. After Hungary gained membership  in the EU, the appearance of stronger and larger competitors was to be expected. To readily expect  this upcoming threat was their highest priority. Taking into consideration the altering market  conditions and the turbulent economic environment, the members gradually configured their  strategy. Such changes are expected at present, so rewriting the strategy is a possibility. 

The Cluster is a business building community, intended to maintain cooperation among its  members and create economic advantages, with respect to business ethics. 

Vision 

We imagine our Cluster in the future as a living example of an effective cooperation of smaller  business entities and also a significant reference-centre for those who handle environment friendly  packaging materials. 

Mission 

We are committed to the broader spread of biodegradable and environment friendly packaging  materials. 

Field of Operation 

Cluster’s main activity is in the field of packaging technology, however it is open to meeting potential  members not so familiar with the industry. 

Cooperation to achieve common goals represents high priority in the Cluster. 

One of the basic principle of the Cluster is to exclude competition. This means that possible market  confrontations between its (potential) members are agreed to be settled with compromise. In case  of disputes, members settle it according to the Clusters statue. 

Thanks to the exclusion of competition, the Cluster is like a single company on the market with  many divisions. 

Strategic opportunities of development 

First of all the Cluster is interested in cooperation, exploring and utilizing synergies of integration,  but on the other hand it also aims to make use of the turbulence and stability of domestic and  international environment. 

So as to utilize different opportunities, the Cluster creates the most appropriate tools that are  needed at the moment. These are manager companies, project companies or any other goal  orientated enterprises. They are all formed by members who are the most concerned in a project  and ready to cooperate with each other. These formations under the name of the Cluster can’t  represent different goals and can’t jeopardize its interests. 

The bulk of Cluster members are suppliers, which means that they are not in the position of  spending fortunes on technical developments. 

With respect to this, the organization represent dual goals. Firstly, it must support members to  enhance their position as a suppliers by technical developments. Secondly, it must create fields  with specific formations where members meet end-users directly. 

In order to maintain an attractive appearance and excellent service both, the Cluster is continuously  developing its Creative Logistics System (CLS). Developing harmonized trade activity is mid-term  priority. 

The Cluster is short of resources, so it is looking for financial sources with acceptable risk to achieve  its goals. 

The Cluster is in contact with domestic and foreign clusters and their partners. 

Market position and shift 

Cluster members value their technological and economic activity accordingly Central European  level. With respect to this, they consider their international role (sales especially) is in Central  Eastern Europe is the most successful. Their international trade activity will be increased in this  region. 

Besides the activities explained in the strategy prepared for accreditation, the protection of  environment and the environment conscious behaviour are possible ways to overcome the supplier  position. 

As a guide for creative thinking, the following slogan is perfectly demonstrate our principle: 

“Rubbish needs to be handled, before it becomes rubbish!” 

This way of thinking is highly inspire the creation and manufacturing of environment friendly  packages and the research of utilizing them in unusual fields. 

In case of discovering such field, the Cluster is in the interest of forming and controlling the full  range of manufacturing and sales, alone or even with partners. 

Mid-term development plans 

Further development of common trade 

Maintaining, enhancing and further developing the traditional supplier position require that the  Cluster must acquire the latest sales and marketing techniques, and to successfully implement  them. 

Experience shows that the members can’t change individually their practices based on  observation, so working out, teaching and implementing them represent an urgent activity in the  development of common trade. 

We believe it will lead to a more harmonised and more effective common trade co-operation. 

However, we are not intended to form a solid trade division within the Cluster. It is reasonable to  examine the possibility of forming goal orientated project companies because of the high level of  activity efficiency in the long run. 

Establishment of competence centre 

After spending years of preparation on overcoming the supplier position and identifying a solid  market segment, the Cluster found the specific field of environment friendly packaging materials:  researching the possibility of utilizing PLA based biopolymers in packaging technology. 

The Cluster strive to gain market leader position by its PLA research, which will be hopefully held  till highly capitalised corporations enter the scene. 

Making use of this temporary advantage will create beneficial positions for the Cluster in the  Central-Eastern European region. 

Awarded EU tenders create excellent opportunities to develop a company image that will contribute  to the recognition of the competence centre, founded on technical results. This centre is expected  to gain influence in the region. 

Both the trading activity and the infrastructure development must be related to the configuration  of the competence centre. 

 As a result of this, the broadening of trading partners and the marketing of the created intellectual  property will positively affect the companies’ competitiveness. 

Infrastructure 

The Cluster is interested in the establishment of an IT infrastructure that promotes joint actions of  the members on the market. Considering that the members are not interrelated, the materialized  results, with their user friendly interface, user friendly services will drive the members to use the  existing infrastructure, which will culminate in deeper cooperation of the members. 

Besides the required software development and maintenance for cooperation, technical innovation  and marketing, the establishment of a more complex infrastructure is not likely to happen. 

Communication 

The Cluster does an image-like communication activity, which highlight the pros of cooperation and  also introduce competencies. 

Telecommunication is individually done by the members, and they are all interested in the evolving  communication of common trading activities. 

Do you have a formalised strategy?: 
Yes
Do you have a specific strategy focus that addresses internationalisation ?: 
No
Services
Support services provided: 
Access to the European Internal market
Access to public support (regional/national programmes, innovation vouchers, etc.)
Facilitation of collaboration between members
Location promotion / attraction of Foreign Direct Investment
Details of support services: 
  1. Subsidy management: The focus of our activity is finding synergies between our members and relevant actors of the economy: we put special emphasis on the exploitation of the innovation potential of the companies. (Hungarian, Cross-border, international)

  2. Project management: Our experts are committed to develop project strategies, and prepare all the business plans, analysis and studies which are critical for a successful project. 

  3. Market research: As an accredited advisory firm DBH Project Management undertake the preparation of studies, strategies and analysis. 

  4. Market entry services: We help members to establish their international competitiveness including subsidies for surveying the potential markets, thus promoting the expansion of members.

  5. Innovation: The focus of our activity are enterprises, we put special emphasis on the use of the innovation potential of the members.

  6. Corporate investments: Through our experts we help companies to establish their international competitiveness, we assist in surveying potential markets.

  7. Facilitation of collaboration between members: we organize cluster meetings, general meetings, occasional meetings, we prepare study visits and targeted learning sessions.

Cooperation Activities
International Cooperation
The main countries targeted by the cluster organisation: 
None
Our cluster organisation undertook the following international activities to support our members: 
Promotional Activities
Trans-national Cooperation
The main countries targeted by the cluster organisation: 
Netherlands
Romania
Serbia
Slovakia
Slovenia
Our cluster organisation undertook the following trans-national activities to support our members: 
Participation at missions/events/study visits/fairs
Please explain: 

We help our members to attend international fairs

Search for new market potential (currently launching cluster-wide commercial representation in Romania)

We pave the way of their products/services for foreign markets

Which clusters do you collaborate with?: 
Ökopolisz
Kexport
Support Programmes
Participation in Funded Support Programmes: 
European Programmes
H2020
CIP/COSME
INTERREG
Promotion
Success Story / Achievements: 

OMNIPACK First Hungarian Packaging Technology Cluster was established 13 years ago. By now, Hungarian Economic Development Centre awarded us the prestigious title of ACCREDITED INNOVATION CLUSTER for the third occasion.

Why should partners choose you for cooperation?: 

Members are commited to sustainable environment

Innovation centred activities

Good relationship with cross-border clusters/authorities

Mature cluster (2003. 11. 13), one of the first clusters established in Hungary