microeconomic foundations of competitiveness … foundations of competitiveness and international...
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Microeconomic Foundations of Competitivenessand International Business
Christian H. M. Ketels, PhDInstitute for Strategy and Competitiveness
Harvard Business School
Fribourg, Switzerland8 December 2006
This presentation draws on ideas from Professor Porter’s articles and books, in particular, The Competitive Advantage of Nations (The Free Press, 1990), “The Microeconomic Foundations of Economic Development,” in The Global Competitiveness Report 2005, (World Economic Forum, 2005), “Clusters and the New Competitive Agenda for Companies and Governments” in On Competition (Harvard Business School Press, 1998), and the “Cluster Initiative Greenbook” by C Ketels, O Solvell, and G Lindqvist. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or otherwise - without the permission of the author.Additional information may be found at the website of the Institute for Strategy and Competitiveness, www.isc.hbs.edu
2 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Related Concepts
Achieving prosperity in competition
with other locations
Achieving profitability in competition
with other companies
Competitiveness International Business
• Locations compete based on business environment conditions to support high levels of company productivity
• Companies compete based on internal capabilities and access to specific locational environments
3 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Themes
• International businesses in the concept of competitiveness
• Strategy for locations and companies’ locational choices
• Investing in the competitiveness of locations
4 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Microeconomic CapacityMicroeconomic Capacity
Quality of the Microeconomic
BusinessEnvironment
Quality of the Quality of the MicroeconomicMicroeconomic
BusinessBusinessEnvironmentEnvironment
Sophisticationof Company
Operations andStrategy
SophisticationSophisticationof Companyof Company
Operations andOperations andStrategyStrategy
Microeconomics of Competitiveness: The Core Concept
Macroeconomic, Political, Legal, and Social ContextMacroeconomic, Political, Legal, and Social ContextMacroeconomic, Political, Legal, and Social Context
• Competitiveness is given by the level of prosperity a location can sustain based on the productivity of companies based there
• Company productivity is driven by internal and external factors• A sound macroeconomic, political, legal, and social context creates the
potential for competitiveness, but is not sufficient
5 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Trends in the Global Economy
• Globalization of markets
• Globalization of value chains
• Globalization of knowledge
• Innovation and skill an increasing share of value added
• Services an increasing share of value added
6 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Competition between locations can be positive-sum
Globalization and the Competition between RegionsImpact on Clusters
The Context for competition between locations is changing• More locations reach a high level of growth, making them attractive
markets to serve • More locations meet the minimum conditions to become potential
production sites• The environment locations provide become more important for
company success as the their value creation logic is changing
And thus the relationship between locations• More competiton• More specialization and regional concentration • More linkages
7 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Positioning of Life Science ClustersUnited States
NY
PA
NC
VA
WV
FL
GA
SC
AL
TN
OHIL
IA
IN
AR
LA
MS
TX
ND
OK
CA
AZ
NV
WY
MT
ID
NM
CO
OR
UT
KS
SD
NE
MN
WI
MO
WA
MI
KY
ME
MI VT NH
MA
CTRI
Note: All 318 Metropolitan Areas are shown as shaded; includes subclusters in which the MA has employment rank 1 or 2 nationally, 1999 data Source: Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School
Boston, MAResearch Organizations 7%Medical Equipment 12%
Boston, MAResearch Organizations 7%Medical Equipment 12%
Chicago, ILDiagnostic Substances 42%Chicago, ILDiagnostic Substances 42%
Washington, D.C.Research Organizations 10%Washington, D.C.Research Organizations 10%
Los Angeles, CAHealth/Beauty Products 11%Los Angeles, CAHealth/Beauty Products 11%
Middlesex – Somerset, NJHealth/Beauty Products 9% Middlesex – Somerset, NJHealth/Beauty Products 9%
Minneapolis, St. Paul, MNSurgical Instruments 6%Medical Equipment 8%
Minneapolis, St. Paul, MNSurgical Instruments 6%Medical Equipment 8%
Newark, NJPharmaceutical Products 12%Newark, NJPharmaceutical Products 12%
Oakland, CABiological Products 14%Oakland, CABiological Products 14%
Philadelphia, PAPharmaceutical Products 6%Philadelphia, PAPharmaceutical Products 6%
ResearchProductionDevices and Substances
8 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
$15,000
$25,000
$35,000
$45,000
$55,000
50 100 150 200 250 300
Average Regional Wage, 2001
Share of Traded Employment in Strong Clusters (LQ > .8), Broad Cluster, 2001
y = 96.736x + 16218R2 = 0.377
New York, NYBay Area, CA
Boston, MA
Regional Specialization and Prosperity
Source: County Business Patterns; Michael E. Porter, The Economic Performance of Regions”, Regional Studies, Vol. 37, 2003
9 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Positioning of Footwear ClustersSelected Countries
Vietnam/Indonesia• OEM Production • Focus on the low cost
segment mainly for the European market
China• OEM Production• Focus on low cost
segment mainly for the US market
Portugal• Production • Focus on short-
production runs in the medium price range
Romania• Production subsidiaries
of Italian companies• Focus on lower to
medium price range
United States• Design and marketing • Focus on specific market
segments like sport and recreational shoes and boots
• Manufacturing only in selected lines such as hand-sewn casual shoes and boots
Source: Research by HBS student teams in 2002 – Van Thi Huynh, Evan Lee, Kevin Newman, Nils Ole Oermann
Italy• Design, marketing,
and production of premium shoes
• Export widely to the world market
Brazil• Low to medium quality finished
shoes, inputs, leather tanning• Shift toward higher quality
products in response to Chinese price competition
10 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
The Role of International Firms
• Driver of specialization
• Linkage between regional clusters
• Locations have to understand the motivations of international firmsto attract their investment
• The successful internationalization of domestic firms becomes and increasingly important driver of locations’ economic success
• International firms increasingly become the managers of linkages between clusters, not just of their own operations in different locations
• Cluster organizations increasingly aim to also provide services in the development and management of linkages between clusters
11 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Locations and Companies’ Locational ChoicesThe Role of Strategy
• Copy business environment conditions of prosperous locations
• Focus on established or high-wage clusters
• Identify most attractive locations for specific activities in a given industry
• Develop specific business environment strengths to support a unique economic role
• Focus on a distinct and reinforcing set of clusters
• Identify most attractive locations for specific activities that match the market position of a given company
Location Locational Choices
Operational Efficiency
StrategicPositioning
12 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
National Strategic Positioning: The Case of Ireland
• Ireland has been one of the most impressive economic growthstories of the last decades
• Ireland has been successful by positioning itself as a very efficient location for multinational companies to serve the European market
• Ireland has supported this positioning through strengthening therelevant dimensions of the business environment
– Focus on education to provide a well-educated workforce at competitive wage levels
– Focus on communication and transportation infrastructure to provide an efficient platform to reach other European markets
– Focus on a highly professional investment attraction agency to smoothly manage all contacts with potential and established investors
– Focus on activities and investors for which the selected positioning has the strongest appeal
13 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Location and Strategic Positioning of CompaniesExample of Interactions
FAST Search & Transfer• Norwegian software company
producing internet search technology
• Location has strong skill base but small demand and limited marketing capability
• Company has decided to position itself as a supplier to customer-facing internet companies, not as a second Google
BMW• German premium car producer that
was looking for a new production site in Europe
• Strategic position based on German technology and up-to-date product portfolio
• Company has decided to place the plant in Leipzig (Germany), not in nearby Central European locations as many competitors
Location driving strategy Strategy driving location
14 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Related But Different Concepts
• Aims to improve the quality of locations
• Takes the quality of locations as given
• Aims to improve companies’ ability to leverage barriers between differences across locations
Competitiveness International Business
15 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Company-Driven Competitiveness and Cluster Efforts
Danfoss,Southern Jutland (Denmark)Ensure availability of skills as
company reduces manufacturing operations
Dow Chemical/BMW/…,Mitteldeutschland (Germany)Ensure attractiveness for further
investments by headquarters
Magna Steyr,Styria (Austria)
Ensure capabilities atregional supplier network
Philips,Eindhoven (Netherlands)
Increase innovative capacity in an open innovation-model
16 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
• Social and economic goals can be addressed simultaneously by improving a company’s competitive context
• Social and economic goals can be addressed simultaneously by improving a company’s competitive context
Strategic Corporate Philanthropy
• Companies should give not just money but leverage the company’s unique capabilities in support of social causes, far exceeding the impact possible by individuals
• Companies should give not just money but leverage the company’s unique capabilities in support of social causes, far exceeding the impact possible by individuals
Where to Focus Where to Focus Corporate PhilanthropyCorporate Philanthropy
How Companies Should Invest in Philanthropy
Source: Porter/Kramer (2006)
17 Copyright 2006 © Professor Michael E. Porter, Christian H. M. KetelsEIBA 12-08-06 CK
Picking a location:Where do we locate which activity in sync
with our strategic position?
Picking a location:Where do we locate which activity in sync
with our strategic position?
Improving a location:How can improve the value of our location
in supporting our strategic position?
Improving a location:How can improve the value of our location
in supporting our strategic position?
Leveraging a location:How do we derive strategic benefits from
the characteristics of our location?
Leveraging a location:How do we derive strategic benefits from
the characteristics of our location?
LocationLocation StrategyStrategy
Location and Strategic ManagementTraditional roles of locational analysis
New roles of locational analysis