university of catania school of economics and business nanotech business models: a multiple case...
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UNIVERSITY OF CATANIAUNIVERSITY OF CATANIASCHOOL OF ECONOMICS AND BUSINESSSCHOOL OF ECONOMICS AND BUSINESS
Nanotech Business Models:Nanotech Business Models:A multiple case study approachA multiple case study approach
Flavia Li CalziFlavia Li Calzi28 November 201228 November 2012
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Chapter 1:To give a basic understanding
of Nanotechnology, by describing its main features
and implications
Chapter 2:To provide a framework to study the business models
by detecting the concept via a thorough literature review
Chapter 3:To explain the methodology
adopted to study the nanotech business models
Chapter 4:To study the nanotech business
models from atheoretical perspective
by providing a taxonomy
Chapter 5:To study the nanotech business
models from an empirical viewpoint by analysing seven
in-depth case studies
What are nanotech business models and how do they work?
1. What is nanotechnology?
3. What is the methodology adopted and the data collection process?
5. What kind(s) of nanotech business models do we know and which ones have recently emerged?
Research Structure
2. What is a business model?
4. What is a nanotech business model?
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1. What is nanotechnology?
The key technology of the 21st century
The understanding and control of matter at dimensions of roughly 1 to 100 nanometers
An emerging technology: from 1980’s
Different from Microtechnology
From early 2000s nanotech
commercial applications
In 2008, over 800 nanotech products are
publicly available
A vaste range of nanotech applications
Positive and negative implications
A nanometer (nm) is one billionth, or
10−9, of a meter
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2. What is a business model?
A statement (Stewart and Zhao, 2000); A description (Applegate, 2000; Weil and Vitale, 2001); A representation (Morris, Schindehutte and Allen, 2005; Shafer, Smith and
Linder, 2005); An architecture (Dubosson-Torbay, Osterwarder and Pigneur, 2002;
Timmers, 1998); A conceptual tool or model (Osterwarder, 2004; Osterwarder, Pigneur
and Tucci 2005; Teece, 2010); A structural template (Amit and Zott, 2001); A method (Afuah and Tucci, 2001); A framework (Afuah, 2004); A pattern (Brousseau & Penard, 2006); A set (Seelos & Mair, 2007).
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Business Model Layer
Source: Osterwalder (2004)
“A business model describes the rationale of how an organization creates, delivers and captures value”,
Osterwalder (2010)
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The relationship between Business Model, Business Strategy, Business Organization and ICT
Source: Osterwalder (2005)
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Business Model Canvas
Source: Osterwalder (2010)
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The nine building blocks aggregated in four pillars
Source: Author’s elaboration from Osterwalder (2010)
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http://www.youtube.com/watch?v=QoAOzMTLP5s
http://modellidibusiness.wordpress.com/
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Un esempio …
Sconti massicci, in un determinato giorno, in una determinata città, sbloccati al Sconti massicci, in un determinato giorno, in una determinata città, sbloccati al raggiungimento di un numero minimo di utenti coinvoltiraggiungimento di un numero minimo di utenti coinvolti
Vantaggi del Business Model di Groupon:Vantaggi del Business Model di Groupon:
1. alle aziende 1. alle aziende viene garantito un numero minimo di nuovi clienti e una buona viene garantito un numero minimo di nuovi clienti e una buona dose di pubblicità, senza aprire il portafogli;dose di pubblicità, senza aprire il portafogli;
2. agli utenti2. agli utenti vengono proposte incredibili offerte (fino all'80-90 %), senza vengono proposte incredibili offerte (fino all'80-90 %), senza spostarsi dalle proprie città;spostarsi dalle proprie città;
3. a Groupon3. a Groupon spetta il 50% di servizio/prodotto in offerta acquistato dagli utenti. spetta il 50% di servizio/prodotto in offerta acquistato dagli utenti.
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http://www.youtube.com/watch?v=7J-PHRNoc20
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3. What is the methodology adopted…?
The Multiple Case Method Approach
Source: Author’s own work adapted from Pauwels and Matthyssens (2004)
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…and the data collection process?February - March 2011
• Secondary source: literature review, web browsing, library research, corporate materials, analyst reports, business journals;
April 2011
• “Winter School on Emerging Nanotechnologies”, from 28th March to 1s April 2011 organized by the Grenoble Ecole de Management (GEM) in Pinsot (France).
• Research period at Grenoble (France), from 2nd to 16th April 2011 twenty interviews have been performed in person, in one-to-one sessions with key
managers and CEOs belonging to the Grenoble nanotech cluster;
May - July 2011• Interviews with STMicroelectronics managers in Catania (Italy);
• Integration and analysis of the data collected in light of the triangulation;
• Application of the multiple case method by reporting the seven case studies
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Nanotech Setting
Grenoble Nanotech Cluster
Catania Nanotech Cluster
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Nanotech Firms by Target Applications (by Number of Firms)
Source: SEMI (2007)
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Semiconductor firms’ activities
Source: GSA – Global Semiconductor Alliance
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TRADITIONAL MODEL
“one size fits all
technology solutions”BEFORE AND LATER 1980’s
NEW MODELS
“Design and manufacturing
work in unison”
FROM MID 1980’s
High Integration
Low Integration
4. What kind(s) of nanotech business models do we know and which ones have recently emerged?
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The time arrow for business model changes in the semiconductor industry: IDM vs Fabless vs Foundry business model
Source: Author’s own work
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Source: Author’s own work
Semiconductor firms’ business models and their relationships
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. “The fabless model is an attractive and popular option for many semiconductor
companies. By adopting a fabless businessstrategy, a company can focus time and
resources on the design of innovative integrated circuits, while avoiding the
high cost of building, operating, and upgrading a manufacturing facility”
“Pure-play semiconductor foundry is a company that does not offer a significant amount of IC products of its own design, but instead operates semiconductor fabrication plants focused on producing ICs for other companies. Companies create their own designs and pay the foundry to manufacture the chips.”
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Source: IC Insights, USA
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Source: IC Insights, Strategic Reviews Database
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Source: IC Insights, company reports
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Source: IC Insights, USA
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IDMIDM
FABLESSFABLESS
HYBRID/FABLITEHYBRID/FABLITE
OEMOEM
ENDEND USERUSER
5. What are the nanotech business models?
FOUNDRYFOUNDRY
1. Nanotech Business Model
2. Nanotech Business Model
3. Nanotech Business Model
FABLESSFABLESS FOUNDRYFOUNDRY
4. Nanotech Business Model
TEST TEST HOUSEHOUSE PACKAGING PACKAGING
HOUSEHOUSEASSEMBLY ASSEMBLY
HOUSEHOUSE
FOUNDRYFOUNDRY
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FABLESSFABLESS FOUNDRYFOUNDRY
5. Nanotech Business Model
IDMIDM
1
OEMOEM
6. Nanotech Business Model
IDMIDM11 IDMIDM22
FABLESSFABLESS FOUNDRYFOUNDRY
IDMIDM55
IDMIDM66
IDMIDM33
IDMIDM44
1
ENDEND USERUSER
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The Seven Business Case Studies
IDM FABLESS DESIGN HOUSETEST
HOUSEFOUNDRY
STMicroelectronicsST-
EricssonDolphin Integration
Presto Engineering
Tronics Microsystems
Movea Pyxalis
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STMicroelectronics’ business model
Source: Based on author’s interviews with Christophe Bernard and Andre Judge (ST Grenoble Site), Maurizio Cairone, Manlio La Duca and Daria Puccia (St Catania Site)
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Pyxalis’ business model
Source: Interview with Philippe Rommeveaux – Grenoble, 12/04/2011
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Conclusions Advent of Nanotechnology
Increased Costs More complexity
Miniaturization Process
Disintegration of the Semiconductor’s Value Chain
From one high integrated nanotech business model to many high disintegrated nanotech business models
From large to small nanotech firms
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THANK YOU