small and medium sized micro nano enterprises and start

Prof. Dr. Uwe Kleinkes

Prof. Dr. Uwe Kleinkes [email protected] Director of Studies Technical Management and Marke=ng Professor of Technology Marke=ng Hochschule Hamm-‐Lippstadt,University of Applied Sciences, Germany

Small and Medium Sized Micro Nano Enterprises and Start ups in Germany PYMES Micro/Nano en Alemania

Nanomercosur 2015 October 6th – 8th Buenos Aires

-  Who is HSHL and where is Hamm? -  Micro and Nano Systems in Germany: Current status and

outlook -  What is Mittelstand? (PYMES) -  German SME (PYMES) in Microsystems: special role,

competitive advantage -  Conclusion and outlook


Outline

02.05.15

Create value from Micro and Nano Systems Business Models Market Analysis Innovation Management Commerzialization of Micro and nanosystems

Technology Marketing

Prof. Dr. Uwe Kleinkes 02.05.15

Market cul=va=on in Europe for Japanese SME

Projects with Big Players, SMEs and Start-‐Ups

Projects and Partners in Technology Marketing

Hochschule Hamm-Lippstadt University of Applied Sciences

Mercosur Co-‐Opera=on with Brazil


Universidade Federal de Santa Catarina, Florianópolis, Brazil Universidade Federal do Rio Grande Do Sul, Porto Alegre, Brazil


„Südtribüne Dortmund“ von Christopher Neundorf -‐ eigenes Werk. Lizenziert unter Bild-‐by über Wikipedia -‐ h^ps://de.wikipedia.org/wiki/Datei:S%C3%BCdtrib%C3%BCne_Dortmund.jpg#/media/File:S%C3%BCdtrib%C3%BCne_Dortmund.jpg

Where is Hamm, Germany?

14.10.15 © Prof. Dr. Uwe Kleinkes

Prof. Technology Marke=ng HSHL CEO IVAM (now Advisary Board) Marke=ng at Ins=tute of Microtechnology PhD in Chemistry University of Bochum University of Sussex

„Business is Innova=on und Marke=ng“ (Peter Drucker)

Business for SME with Innova=on [email protected] Kleinkes.net @TMM_HSHL @Kleinkes h^p://hshl.de/prof-‐dr-‐uwe-‐kleinkes/


Na=onal Framework

The big picture

Micro and Nano Systems in Germany: Current status and outlook

© Prof. Dr. Uwe Kleinkes

Industrie 4.0 Industry 4.0

New

lifes tyle

Efficien

cy

Aging society

cost o

f health

sy

stem

Anyplace

Anyone Any/me

AAL

Med

ical

Indu

stry 4.0

Consum

er

electronics

Needs

Markets

Fundamental megatrends, drivers


Next Killer-Apps with Micro/Nano


Micro/Nanotechnology Smart Systems

It has become difficult to find funding for micro/nano


Forecast of the German Government at the German Na=onal Microsystems Congress in 2011: 2020 there are 963.000 jobs related directly or indirectly to Microsystems German World Market Share in Microsystems products: 21%

h^p://www.bmbf.de/press/3159.php, accessed October 27th, 2012 [Pressemi^eilung 128/2011]

German Hightech-Strategy and MEMS


Automotive is the mother of invention

Quelle: Berylls Strategy Advisors; ID 261918

Hinweis: Weltweit

Schreiben Sie hier Ihre Notizen

Weitere Angaben zu dieser Statistik, sowie Erläuterungen zu Fußnoten, sind auf Seite 8 zu finden.

World‘s largest automo=ve supplier 2014 turnover


Automotive Microsystems Trends

-  Electric Vehicule -  Connected Car -  Self Driving Car

MEMS Markets


h^p://www.auto.de/magazin/showAr=cle/ar=cle/62480/50-‐Prozent-‐weniger-‐Autos-‐im-‐Jahr-‐2050, accessed October 9th, 2012

Automotive Microsystems Trends

MEMS Markets

- Overcapacity in production - Fraunhofer Szenario: 50 % less cars in 2050 in Germany


World largest car manufacturer can‘t cope with environmental regula=ons


Consequence for MEMS/Microsystems/Nano Companies



competitive advantage and global challenges -  Conclusions and outlook


Outline


h^p://www.economist.com/blogs/schumpeter/2012/04/germanys-‐mi^elstand

Mittelstand = SME ((PYMES)

Literally Standing in between very small and very large


Mittelstand = SME ((PYMES)


SME (PYMES) success factors:

-conservative -trust -networks -long term strategy -familiy business, - Networks (AMA, Silicon Saxony, IVAM, MST-BW…) Modell from 1800 on (of course not for Microsystems) Vocational training -> skilled labor (today in Microsystems) Clusters of Excellence (BW/DO) -> no imitation

http://www.economist.com/node/21552567


“German universities work hand in glove with researchers at local firms. Suppliers cluster round big manufacturers. Owner-managers rub shoulders with workers. The Mittelstand model works well, but globalisation is forcing it to adapt.”

h^p://www.economist.com/node/21524922, accessed October 9th, 2012

SME (PYMES) success factors:



competitive advantage and global challenges

-  Conclusions and outlook


Outline


Micro and Nanosystems in Germany

Back to history:

„There is more turnover with catering at Micro and Nano events than with products from Micro-‐ und Nanotechnology.“ Kurt Demmer, Chefvolkswirt der IKB-‐Bank,

Dortmund, Technologie-‐ und Branchentag 2001


Leading Hightech-‐Cluster in Germany


Microsystems SME in Germany/Europe: Markets


State of current interna=onal ac=vi=es of European SME MEMS companies, challenges and prospects

Percentage of Turnover in foreign markets > 75% “born global players” from day 1

Microsystems SME in Germany/Europe: International Business


World of MEMS/Microsystems


0% 10% 20% 30% 40% 50% 60% 70% 80% 90%

Take avantage of cost benefits

Access to resources

Enhanced reputa=on

Innova=ons impulses

Increased capacity u=liza=on

Risk diversirica=on

Proximity to customer/customer request

Domes=c Market is too small

Development of new markets

Microsystems SME in Germany/Europe: International Business/Motives


outlook -  What is Mittelstand? -  German SME in Microsystems: special role, competitive

advantage -  Conclusions and outlook


Outline


#1 strong networks vertical and horizontal along the value chain (AMA, Silicon Saxony, IVAM, MST-BW…) “German universities work hand in glove with researchers at local firms” #2 long term strategy (in many cases familiy business and „Owner-managers rub shoulders with workers”) #3 Vocational training -> skilled labor (today in Microsystems)

#4 Regional clusters of Excellence (MST-BW/DO) -> no imitation „Suppliers cluster round big manufacturers”

Conclusion and outlook: Strengths

#1: Fast Growing Markets are in the BRIC countries and Asia; Mittelstand can‘t follow customers as fast as neccessary into growing countries/markets overseas

#2: Demografic change/ lack of skilled workers

#3: Digital Revolution (Industrie 4.0)

#4: Financing of Innovations becomes more difficult (Basel III)

Conclusion and outlook: Challenges



Conclusion and outlook: Opportunities

small and medium sized micro nano enterprises and start

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