# Disruptive Innovation in Traditional Clusters:
## 5 Case Study: The Kerajet Development
### Facilitating Elements in the Development of the Technology
Three or four producers in Spain possessing outstanding production competencies made a commitment to the new technology, not only by the early acquisition of machines but by cooperating with numerous suggestions during the subsequent development of new models. At times, 80% of the changes in a new model were based on these lead users' comments [50]. Most of them built basic competences centered around their dominance of the new technology. Early in the development of inkjet technology they were aware of its cost advantages, and profited from its design and logistics improvements. When inkjet technology started to be popular, some lead users substituted almost all of their screen printing lines for digitized equipment. Kerajet made a marketing mistake by undertaking a global marketing initiative instead of concentrating on the innovating lead user producers. The standard tile ceramic producer at the time required a standard technology suited for their mainstream customer market and was not prepared to endure the learning curve that new technology requires. Word-of-mouth worked against the adoption of the new technology, since for lead users it meant a technical advantage, and they were not willing to disclose it. Thus, it meant a classical role of lead users as visionaries of need demands. Regional and national innovation supporting agencies met and welcomed the project proposals with a positive attitude, and facilitated its development with generous subsidies and soft financing from the early start-up to the final refining stages. Their support was fundamental for the sustainability of the research project. Furthermore, their participation in a European research program supported the dissemination effort. As was mentioned, the Spanish and Italian ceramic tile clusters were interconnected. It was assumed that all innovative efforts in the decoration process were led by Italian mechanical equipment manufacturers, while chemical innovation was led by Spanish glaze and pigment companies. On the other hand, the culture of the industry was conservative, and while the adoption of information technologies was acceptable in the marketing and distribution areas, it was still low on the production line [4; 58]. Therefore, the industry was passive and demanding towards the new digital decoration technology, although it observed its developments with interest. Worldwide industry exhibition fairs, such as CERSAI and TECNARGILLA in Italy, COVERINGS (Ceramic Tile and Natural Stone Industry North American Exhibition) in the United States, and CEVISAMA in Spain, demonstrated the progression of the technology during the 2000s. New equipment was exhibited and ceramic tile producers showed cutting edge designs imitating marble, along with natural stones and classical vintage decorations based on the new technology. Nevertheless, the transition of this disruptive technology from low to high market application was slow and took almost six years. Figure 4 illustrates and resumes the critical internal and external networking and partnering connections in the innovation process that led to the development and dissemination of the new inkjet technology. Within the Italian and Spanish ceramic tile clusters, Kerajet was the agent of change as an expert of the trade. Its partnership and finance support from the MNE glaze and pigment producer FERRO was fundamental for funding the initial research pilots, which were estimated to cost more than three million Euros. This partner also provided the chemical knowledge required to develop the new ink paradigm throughout the project, although due to the companies risk aversion, it delayed certain phases of the project. Secondly, from the institutional side, national and local innovation agencies financially supported the successive phases of the development project. Thirdly, industry exhibition fairs (CERSAI, TECHNARGILLA, and CEVISAMA) favored a scenario for worldwide discussion and dissemination among competitors and customers.