analyzing the innovation value chain filefirst concept of an overall value chain rohstoffe...

Ricarda Bouncken Thorsten Teichert University of Greifswald University of Hamburg Prof. Dr. Thorsten Teichert • Universität Hamburg • Arbeitsbereich Marketing und Innovation von-Melle-Park 5 • Raum 3078 (Sekretariat) • 20146 Hamburg Tel: (040) 42838 4643 • Fax: (040) 42838 5250

Analyzing the Innovation Value Chain

12.10.2011 © Arbeitsbereich Marketing und Innovation 2

Outline

1 Research Impulse

2 Industry Case: Regenerative Energies

3 Empirical Findings

4 Discussion and Conclusion


„Why do Great Firms fail?“ Christensen´s Case


What happened?

- later 3.5“ - uses 3.5“ drive

- later 2.5“

Portable /

Notebook

- uses 5.25“ drive

Desktop

Computer

14“ drive

- uses 14“ drive

Mainframe

Computer

- later 8“ and smaller

- uses 8“ drive

Minicomputer

8“ drive

5.25“ drive 3.5“ drive


… System changes which led to a Restructuring of the entire Industry

IBM / Western Digital /

Micropolis / Seagate /

Fujitsu / Hitachi / NEC

Mainframe Computer Minicomputer

Portable / Notebook Desktop Computer

bv

clockwise: the evolution

of the computer

IBM / Diablo / Ampex /

Memorex / EMM/ Wang /

Western Digital /

Read Rite / Control Data /

Burroughs / Univac /

Micropolis…

Quantum / Connor /

Maxtor / Samsung /

Toshiba / Kalog /

Mitsumi / IBM /

Western Digital /

Seagate / Micropolis/

Fujitsu / Hitachi /

NEC

80 ´s 90 ´s

Excelstore / IBM-Hitachi /

Fujitsu / Maxtor /

Samsung / Seagate /

Toshiba / Western Digital

At first 129

companies

only 20

left

late

r


Innovation takes place above and beyond single organizations (companies)…

Powel et al. (1996): Innovation is rooted in networks of learning, rather than in individual firms in collaborations in the biotechnology industry.

Zaheer et al. (2005) assume innovative capabilities in focal firms and network members within networks of mutual fund companies. Innovative firms are able to bridge structural holes.

Laursen & Salter (2006) underline the importance of adopting open search strategies that involve the use of a wide range of external network sources of to improve innovation performance.

Dhanaraj & Parkhe (2006) view innovation networks as loosely coupled systems of autonomous firms. Hub firms orchestrate network activities and network members search for new solutions.

Lee (2007) researched the role of network resources for the timing of entry into an emerging product market. This research links network theory to market entry research.


Outline

1 Research Impulse





First Concept of an Overall Value Chain

Rohstoffe Zertifizierung/

Genehmigung F&E

Modul

Erzeugung

Komponenten/

Vorprodukte

System-

integration

Modul

Speicherung

erste Absatz-

stufe

(z.B. Vertrieb)

Projekt-

entwicklung Endkunde/

Betrieb

zweite Absatzstufe (z.B. Handel, Handwerk)

…

…


Multi-step Study Design: Qualitative and Quantitative Analyses

17 in-depth interviews with industry experts

Written Questionnaire (100 responses out of

300 mailings)

One-Day Impulse workshop with regional

industry (15 participants)

Validation of results in final workshop

(80 participants)

Literature Review

Interview

Guidline

Initial

Model

Standardized

Questionnaire

Statistical

Analyses


Interview Partners

Dr. Martin Skiba (RePower, Windenergie)

Karl-Heinz Schlüter (EECH, Technology and Finance)

Christian Oliver Schulz (Commerzbank, Finanzierung)

Christian Renke (Commerzbank, Finanzierung)

Claudius Witzki (Need GmbH & Co. KG, Pflanzenöle etc.)

Georg Scholz (ad fontes Solartechnik Hamburg GmbH, Installation)

Jochen Springer (Loock Biogassysteme, Biogas)

Dr. Uta Reichmann (Marquard & Bahls AG, u.a. Holz)

Rudolf Huber (GEE mbH & Co. KG, Holz)

Reinhard Lampe (SunTechnics, Photovoltaik)

Bernhard Weyres-Borchert (Solarzentrum Hamburg, u.a. Solarthermie)

Stefan Hergott (Spilling Energie Systeme GmbH, BHKW)

Guido Gummert (BAXI Innotech, Brennstoffzellen-Technologie)

Christian Nath (Germanischer Lloyd, Windenergie)

Prof. Dr. Paul Scherer (HAW Hamburg, Biogas)


Refined Concept of an Innovation Value Chain


Sample for written Questionnaire

Handwerker

33%

geantwortet

18%

kein Bezug zu

erneuerbaren

Energien

15%

nicht mehr vor

Ort

7%

nicht

geantwortet

20%

kein Interesse

an Thematik /

keine Zeit

7%

Tochterunter-

nehmen

0%

Netto

46%

2 Follow-Ups (by phone / mail)

Short telephone survey of Non-responses


Company Descriptives

Umsatzentwicklung 2003 - 2006

30

9

6

10

28

8

5

16

0

5

10

15

20

25

30

35

bis 2 Mio. bis 10 Mio. bis 50 Mio. > 50 Mio.

Umsatz

Hä

ufi

gk

eit

de

r N

en

nu

ng

en

Nennungen 2003

Nennungen 2006

Anteil der Vorleistungen am Umsatz

0% 20% 40% 60% 80% 100%

Windkraft

Photovoltaik

Solarthermie

Pflanzenöle

Biogas

Holz

BHKW

Brennstoffzelle

Bra

nc

he

Anteil

Vorleistungen

Eigenleistungen

Entwicklung Beschäftigtenzahl 2003 - 2006

40

15

119

30

23

11 11

0

5

10

15

20

25

30

35

40

45

0-9 10-49 50-249 250 und mehr

Anzahl Beschäftigte

Hä

ufi

gk

eit

de

r N

en

nu

ng

en

Nennungen 2003

Nennungen 2006

Entwicklung Beschäftigtenzahl 2003 - 2006

40

15

119

30

23

11 11

0

5

10

15

20

25

30

35

40

45

0-9 10-49 50-249 250 und mehr

Anzahl Beschäftigte

Hä

ufi

gk

eit

de

r N

en

nu

ng

en

Nennungen 2003

Nennungen 2006

Anteil der Vorleistungen am Umsatz

0% 20% 40% 60% 80% 100%

Windkraft

Photovoltaik

Solarthermie

Pflanzenöle

Biogas

Holz

BHKW

Brennstoffzelle

Bra

nc

he

Anteil

Vorleistungen

Eigenleistungen


Outline

1 Research Impulse





Actors´ Possible Contributions at a First Glance Positionierungsmöglichkeiten für Hamburg

F&E

Rohstoffe

Modul Speicherung

Zertifizierung...

Komponenten/Vorprodukte

Modul Erzeugung

Systemintegration

Projektentwicklung 1. Absatzstufe

2. Absatz

Endkunde...

Finanzierung... Logistik

1,5

2,25

3

2 3 4

Importance

Po

ten

tial

Importance of Regional neighbourship

Core actors Positioning

Potential

Peripheral Areas


Network of the Innovation Value Chain (IVC)


Summary of Network Dependency Measures

Logistik

F&E

Vorprodukte

Erzeugung

Speicherung Systemintegration

Projektentwicklung

erste Absatzstufe

zweite Absatzstufe

Endkunde / Betrieb

Finan./Vers./Recht

10

12

14

16

18

20

22

24

13 14 15 16 17 18 19 20

Impulse Seeker

Imp

uls

e P

rovid

er

Research & Development

Certification Agencies

Raw Materials

Components

Energy Generation

Storage Modul

System integration

Project development

1th sales tier

2nd sales tier

Final customer

Finance/Insurance/Law

Logistics


Subbranches of the Industry for Regenerative Energies

Wind Energy

Photo Voltaic Systems

Solar Thermic Systems

Biogas Business

Wood Energy

….

Block Heat and Power Plants

What are the Value-Chain Implications of their technological differences?


IVC of Wind Energy


IVC of Photo Voltaic Systems


IVC of Solar Thermic Systems


IVC of the Biogas Business


IVC of the Wood Energy Business


IVC of the Block Heat and Power Plant Business


Outline

1 Research Impulse





Preliminary Findings

Findings provide a detailed picture of the industry´s innovation value chain (IVC).

We get the impression of a complex innovation network.

Project developers who combine the diverse components are of great importance for the long term innovativeness.

Our analyses showed different generic patterns of IVC.

From the different generic patterns we can deduce some generalizations.

Technology complexity and uncertainty is mirrored in the network.

Actors in subbranches that have to cope with many and even unsolved questions of the technology are much stronger interconnected.


Implications

Company point of view

How to position oneself strategically in dynamic settings of innovation?

We recommend to develop social skills and communication devices in those sub-branches that face stronger technology challenges.

Improved social relationships and communication might transfer the information and knowledge with the innovation process lacks.

The options of pursuing either an innovator or an imitator strategy are contingent upon the company positioning along the IVC.

Industry point of view

How to design policy initiatives of regional development (e.g. cluster initiatives)?

Identification of “dominant actors” who may serve as nucleus for regional development

Highly interconnected actors need to be joined locally to foster continuing innovative dynamics


Thank you for your kind attention!

Source: Economist, „Small Wonders“, 12/29/04


Questionnaire (1/2)


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analyzing the innovation value chain filefirst concept of an overall value chain rohstoffe...

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