Industrial biotechnology – Markets and industry structure

2012 ◽  
Vol 18 (1) ◽  
Author(s):  
Gunter Festel ◽  
Christian Detzel ◽  
Ruth Maas
Keyword(s):  
Multinational Enterprises ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Technological Development ◽  
Market Potential ◽  
Industrial Biotechnology ◽  
Growth Strategies ◽  
Commercial Development ◽  
Medium Enterprises ◽  
Biotechnology Products

An increasing number of chemicals and materials, like base chemicals and polymers, as well as high value products, such as consumer chemicals and specialty chemicals, are produced using biotechnology in one or more of the process steps. In 2010, the sale volume of biotechnology products was around 92 billion Euro worldwide. Sales are estimated to increase to around 228 billion Euro in 2015 and to around 515 billion Euro in 2020. On a sector level, the largest market potential lies in the production of biopolymers and active pharmaceutical ingredients. As a rule, commercial development is mainly driven by multinational enterprises, whereas small and medium enterprises contribute primarily to the technological development. Especially the latter group faces several challenges during their development. These mainly concern business models and growth strategies as well as financing strategies and resources. Investors have not yet fully identified the area of industrial biotechnology as an attractive investment field but they could become a major capital source as they start to understand more the potential of industrial biotechnology.

Another failed M&A: misaligned business models as culprit

2017 ◽  
Vol 38 (5) ◽  
pp. 18-26
Author(s):  
Gaël Le Floc’h ◽  
Laurent Scaringella
Keyword(s):  
Customer Value ◽  
Multinational Enterprises ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Empirical Studies ◽  
Empirical Literature ◽  
Content Type ◽  
Recent Debate ◽  
Definition Of ◽  
Medium Enterprises

Purpose Literature on business models (BMs) has grown ve ry rapidly since the beginning of the twenty-first century, and although the theoretical and empirical literature has developed significantly, the number of practical and management-oriented studies remains relatively low. A recent debate in the field has focused on the definition of BM invariants: sensing customer needs, creating customer value, sustaining value creation and monetizing value. Extant empirical studies have mainly focused on multinational enterprises (MNEs) and successful BMs; however, this study concentrates on the failure of BMs in the case of small and medium enterprises (SMEs). An important source of a BM’s failure is the misalignment between MNE and SME involved in an acquisition. Design/methodology/approach Looking through the lens of the four BM constants, the aim of this study is to examine the case of the acquisition Domestic Heating (an SME) by Ventilair (an MNE). Findings Although both separate entities were achieving good results and each had a specific BM, the acquisition produced poor results mainly due to the misalignment of the two BMs. The findings lead the authors to make recommendations to practitioners on avoiding BM misalignment during an acquisition. Originality/value The authors encourage practitioners to enhance communication, promote organizational experiments, acknowledge specificities of both entities, foster employee commitment and ensure homogeneity in IT system usage.

Fostering technology transfer in industrial biotechnology by academic spin-offs

2014 ◽  
Vol 20 (2) ◽  
Author(s):  
Gunter Festel ◽  
Philipp Rittershaus
Keyword(s):  
Technology Transfer ◽  
Multinational Enterprises ◽  
New Technologies ◽  
Service Providers ◽  
Small And Medium Enterprises ◽  
Technological Development ◽  
Basic Research ◽  
Commercial Application ◽  
Industrial Biotechnology ◽  
Research Institutions

Industrial biotechnology is the commercial application of biotechnology using cells or components of cells, like enzymes, for industrial production processes including consumer goods, bioenergy and biomaterials. In the last years this area has gone through a fast technological development resulting in a high number of basic technologies based on research efforts at universities and research institutions. But a technology transfer gap exists between basic research and the commercialisation of the results. This gap can be closed by academic spin-offs which manage the technology transfer from universities and research institutions to industrial companies. After the spin-off process, the technology is further developed within the new venture normally using additional resources from external investors. As soon as the technology reaches a certain grade of maturity, the spin-offs can co-operate with an established company and work for them as a service provider or be acquired. The chosen approach of technology transfer depends on the type of company. Whereas multinational enterprises (MNEs) are very active in making new technologies available both by acquiring spin-offs or engaging them as service providers, small and medium enterprises (SMEs) are focused on partnering with spin-offs, due to limited financial and management resources.

scholarly journals Growth Strategies & Internationalization for SMEs: an introduction to the special issue

2021 ◽  
Vol 38 (3) ◽  
pp. 15-19
Author(s):  
MICHELA MATARAZZO ◽  
LARA PENCO ◽  
MATTHIAS RAITH
Keyword(s):  
Business Models ◽  
Home Country ◽  
Small And Medium Enterprises ◽  
Digital Technologies ◽  
Global Scale ◽  
Corporate Image ◽  
Growth Strategies ◽  
Internationalization Strategies ◽  
Medium Enterprises ◽  
Deep Relationship

The increasing market globalization and the consequent enlargement of the market boarders continues to provide a multitude of growth opportunities to small and medium enterprises (SMEs). These opportunities include but are not limited to the expansion abroad through internationalization strategies. They refer also to the innovation of business models triggered by the fact that the SMEs operate in global sectors, and they can utilize global innovations and digital technologies to compete. The joint pursuit of digitalization and internationalization has proven to be most powerful in facilitating the SMEs growth processes on a global scale. The advantages that accrue to SMEs from the usage of digital technologies go beyond the mere Internet and rest mainly in the possibility to create a deep relationship with international customers, for example through the usage of social networks. This does not necessarily imply that the firms operate in two or more locations through trade, investments, and alliances, since SMEs can keep their location in the home country, while expanding their market borders by serving international customers, developing the global power of the brand and the international corporate image. At the same time they have to face international competitors in their home country as well. … to be continued

TECHNOLOGY TRANSFER MODELS BASED ON ACADEMIC SPIN-OFFS WITHIN THE INDUSTRIAL BIOTECHNOLOGY SECTOR

2015 ◽  
Vol 19 (04) ◽  
pp. 1550031 ◽  
Author(s):  
GUNTER FESTEL
Keyword(s):  
Technology Transfer ◽  
Multinational Enterprises ◽  
New Technologies ◽  
Service Providers ◽  
Technological Development ◽  
Industrial Biotechnology ◽  
Research Institutions ◽  
Commercial Development ◽  
Biotechnology Sector ◽  
Transfer Models

Industrial biotechnology is the application of biotechnology for the environment friendly production and processing of chemicals, pharmaceuticals, materials, and bioenergy. The commercial development is mainly driven by multinational enterprises (MNEs), whereas small and medium enterprises (SMEs) contribute primarily to the technological development. The challenge is that generally a technology transfer gap exists between basic research and development (R&D) at universities or research institutions and the commercialisation of the results by established companies. Based on the analysis of 17 case studies from the industrial biotechnology sector, this paper investigates the technology transfer role of spin-offs from universities and research institutions to close the technology transfer gap. Different technology transfer models have been used between established companies and spin-offs after further developing the technology following the spin-off process. Whereas MNEs are very active in making new technologies available both by acquiring spin-offs or engaging them as service providers, SMEs, due to limited financial resources, are more focused on research cooperations with spin-offs, especially by engaging them as service providers.

scholarly journals From Barriers to Enablers: The Role of Organizational Learning in Transitioning SMEs into the Circular Economy

2021 ◽  
Vol 13 (3) ◽  
pp. 1021
Author(s):  
Sara Scipioni ◽  
Meir Russ ◽  
Federico Niccolini
Keyword(s):  
Organizational Learning ◽  
Circular Economy ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Sustainable Business ◽  
Fine Grained ◽  
Contextual Elements ◽  
Transfer And Retention ◽  
Multi Level ◽  
Medium Enterprises

To contribute to small and medium enterprises’ (SMEs) sustainable transition into the circular economy, the study proposes the activation of organizational learning (OL) processes—denoted here as multi-level knowledge creation, transfer, and retention processes—as a key phase in introducing circular business models (CBMs) at SME and supply chain (SC) level. The research employs a mixed-method approach, using the focus group methodology to identify contextual elements impacting on CBM-related OL processes, and a survey-based evaluation to single out the most frequently used OL processes inside Italian construction SMEs. As a main result, a CBM-oriented OL multi-level model offers a fine-grained understanding of contextual elements acting mutually as barriers and drivers for OL processes, as possible OL dynamics among them. The multi-level culture construct—composed of external stakeholders’, SC stakeholders’, and organizational culture—identify the key element to activate CBM-oriented OL processes. Main implications are related to the identification of cultural, structural, regulatory, and process contextual elements across the external, SC, and organizational levels, and their interrelation with applicable intraorganizational and interorganizational learning processes. The proposed model would contribute to an improved implementation of transitioning into the circular economy utilizing sustainable business models in the construction SMEs.

scholarly journals PENERAPAN BISNIS MODEL KANVAS DALAM PENENTUAN RENCANA MANAJEMEN USAHA KEDELAI EDAMAME GORENG

2019 ◽  
Vol 13 (01) ◽  
pp. 42
Author(s):  
Novitha Herawati ◽  
Triana Lindriati ◽  
Ida Bagus Suryaningrat
Keyword(s):  
Business Model ◽  
Business Models ◽  
Small And Medium Enterprises ◽  
Primary Data ◽  
Value Proposition ◽  
Middle Income ◽  
Business Model Canvas ◽  
Trade Offs ◽  
Customer Segment ◽  
Medium Enterprises

Business model canvas (BMC) is a strategic management and lean start-up template for developing new or documenting existing business models. It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances. It assists firms in their aligning activities by illustrating potential trade-offs. Business model canvas focuses on the idea of creating value in a business. The purpose of implementation of BMC was to determined the best business planning of fried edamame, when it applied to the industry or MSMEs (Micro, Small and Medium Enterprises). The method in the research used descriptive method, while the data analysis used qualitative analysis. Primary data collection was obtained from interviews.  Analysis was done by compiling the initial hypothesis, hypothesis testing and verification of business model canvas (BMC). The results showed that the business model strategy for fried edamame products in the value proposition component were crispy, natural, labeled and applied good cooking oil for use. The customer segment component were the buyers of the entire Jember Regency including men and women over 20 years old with middle income. Components of revenue streams were fried edamame product sales, sale of unused oil, and sale of edamame peel to farmers, while the component channels were direct selling and retailers for fried edamame product. Keywords: business model, fried edamame, strategy, value proposition

Building Industrial Clusters in Latin America

2012 ◽  
pp. 146-166 ◽  
Author(s):  
Carlos Scheel ◽  
Leonardo Pineda
Keyword(s):  
Latin American ◽  
Business Models ◽  
Light Adaptation ◽  
Small And Medium Enterprises ◽  
Industrial Clusters ◽  
Industrialized Countries ◽  
Scarce Resources ◽  
Policies And Procedures ◽  
Value Propositions ◽  
Medium Enterprises

Analysis of more than 20 projects for clustering small and medium enterprises and supporting organizations in different Latin American countries has uncovered a number of barriers, activities, structures, strategies, policies and procedures that impact competitiveness. These factors mean that there are different appropriate industrial cluster and industrial business models appropriate for the social, economic, and business conditions of the Latin American region. It is difficult to transfer successful practices from industrialized countries to developing regions with a light adaptation, because it is impossible to have “clustering readiness” when resources are scarce, regional and industrial conditions are hostile, and associated capabilities of the participants of clustering are poor or nonexistent. These conclusions are supported by applying a methodology designed by the authors to identify global opportunities and formulate viable cluster structures, capable of converting isolated scarce resources in difficult situations, into world-class regional value propositions.

Open Innovation in SMEs

2013 ◽  
pp. 160-174
Author(s):  
Hakikur Rahman
Keyword(s):  
Open Innovation ◽  
Small And Medium Enterprises ◽  
Technological Development ◽  
Innovation Research ◽  
Outer Periphery ◽  
Collaborative Innovation ◽  
Medium Enterprises ◽  
Successful Innovation ◽  
Corporate Business ◽  
Innovation Processes

Successful innovation is a key to business growth. In the realm of technological development, innovation processes have been transformed into various forms, like open innovation, crowdsourcing innovation, or collaborative innovation. This research would like to focus on open innovation processes to reach out to the common stakeholders in the entrepreneurship system through small and medium enterprises. It has been observed that to provide innovative services or products to the outer periphery of the customer chain, SMEs play an important role. Hence, focusing innovation for SMEs would lead to a newer dimension of innovation research for better business and economic growth. It could be applied to both ways in terms of value gain to the participants. This applies to all sorts of entrepreneurships, though often corporate business houses seem to be the most beneficiaries of innovation researches. This research will emphasize open innovation for SMEs at the outset by focusing transformation of innovation leading to a networked paradigm in spite of being in closed periphery, and try to provide some overview on innovation strategies, including various challenges.

scholarly journals Measuring the Readiness of SMEs for Eco-Innovation and Industrial Symbiosis: Development of a Screening Tool

2018 ◽  
Vol 10 (8) ◽  
pp. 2861 ◽  
Author(s):  
Daniela C. A. Pigosso ◽  
Andreas Schmiegelow ◽  
Maj Munch Andersen
Keyword(s):  
Business Models ◽  
Screening Tool ◽  
Small And Medium Enterprises ◽  
Scale Up ◽  
Special Focus ◽  
Industrial Symbiosis ◽  
Business Innovation ◽  
Green Business ◽  
Potential Benefits ◽  
Medium Enterprises

Despite the high business, innovation and sustainability potential linked with eco-innovation and industrial symbiosis, limited implementation can be observed in small and medium enterprises (SMEs). In order to enhance the implementation of these concepts in SMEs, the main goal of this paper is to propose a screening tool to identify and evaluate SMEs’ potential for eco-innovation, with a special focus on industrial symbiosis and green business models aspects. In order to accomplish this goal, an action research was developed in two cycles: (1) development and testing of the screening prototype; and (2) improvement and scale-up of the enhanced screening tool, in close collaboration with the research partners. In addition to enabling a better understanding about their own internal processes and activities, the evaluation of the potential of 108 SMEs for eco-innovation provided them with detailed insights about how to reach the potential benefits with industrial symbiosis and green business models. Differently from the identified existing tools, the screening tool proposed in this research aims at supporting companies to understand what their potential for eco-innovation is, combining wider eco-innovation and industrial symbiosis opportunities and green business models, supplemented with a readiness evaluation to explore the existing potential.

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