This case study examines the creation of a cluster in Macael, Spain focused on building materials, ceramics, and ornamental products. [1] Originally, the local marble industry was small-scale and informal with low productivity, relying only on the national market. [2] However, research found Macael's white marble was highly durable and of exceptional quality, indicating potential. [3] An action plan was implemented to introduce new infrastructure, institutions like marketing cooperatives, and attract private investment to modernize extraction and finishing processes.

1. Macael case study
The creation of a cluster based on
manufacture of building materials,
ceramics and ornamental products.
Cristina Medina

2. Agenda
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Local context
Marble local economy
Marble as a natural resource asset
Introducing change
Outcomes
Conclusion

3. Local context

4. Marble local economy
in the 80s
Transformation
Extraction
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Small scale
Dynamite
Quarries
boundaries
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Informal institutions
-Passive/static
-Mistrust/individualistic
-Resistance changes
Product of low value
added
No uniform product
No capacity to attend
large orders
Narrow line of
artisanal products
-Low productivity
-High transaction costs
-Low competitivenes
-Value added goes outside
-Low level of technology
Comercialisation
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No commercialisation
efforts
National market
Low integration with
global value chains
Formal institutions
-No services
-Short credits

5. Marble as a natural
resource asset
• A research found
Macael white marble was
the most plentiful in Spain
and more durable than
Carrara’s and
exceptional high quality.
• It should strive to become
a formidable competitor in
the national and
European marble industry

6. Introducing change
Step 1:negotiating and action plan
and Envisioning the future
Step 3:planning firm investments
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Institutional commitment
Formation subcommitees
Reseach and studies
Action plan
Shares vision of the future, Carrara
as a role model
Step 2:Building infrastructure
/institutions
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Building infrastructure (electricity,
roads…)
Creation of formal institutions:
purchasing cooperative, and joint
sales cooperative
Creation of a brand name
Investment plan to attract finance from
private institutions
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Research about Macael firms industrial
processes (product lines, output quality, laes
capacity. Skills.
Plan to introduce technology based on existing
capacities and future role of the firm
Step 4:Mobilizing resources
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Public subsidies through GAEIA fund
Private loans
Institutional marketing among elite and
public opinon (Presmios de Mármol)
Invitation of decison makers tomake visits
Publitize the sucess of the action plan

7. Introducing change

8. Outcomes
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Mechanisation, larger marble blocks and high quality finished
product
Rationalisation of the exploitations
Growth of artisanal sector, and intermediate industry and service
sector
397 firms and 5.471 workers. (195 in the sector and 202 auxiliary
sector). Between 1996-2000 creation of 55 new firms, some of the
them high technological firms.
Center of Stone Technology: R&D
Added value remained in the area
Exports from 14,1 millions € in 1998 to 57,2 millions of € in 2003.
67,2% USA and importing marble form Turkey, Italy and Portugal
(from 1.250 in 1997 to 31.657 in 2003)

9. Outcomes

10. Conclusion
• Based on quality competition and specialisation
• Firms in network with firms/Competition with
collaboration
• Role of public and private institutions (formal
and informal)
• Territorial competitiveness based on
agglomeration of activities/complement (they
cover all value chain)
• Strategic government policy
• http://www.youtube.com/watch?v=VHWzYaHmiis#t=47