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LANA HOPKINSON M.A. INTERNATIONAL BUSINESS (UK) [email protected] LANA HOPKINSON, 2009 2 LANA HOPKINSON, 2009 3 COMPETITIVENESS THROUGH INNOVATION LANA HOPKINSON, 2009 4 Intellectual Assets The Major Value Drivers of Business in the Modern Economy Relative significance of intangible assets – knowledge, know-how, business models, processes, people, etc. – compared to tangible assets in business 90% 72% 5% 1978 1998 Intangible Assets LANA HOPKINSON, 2009 Source: Value Based Management 2004 Tangible Assets 5 1000ventures.com Development and application of new ideas or skills for the purpose of commercialisation of new or improved products, processes and services which enhance economic and social prosperity LANA HOPKINSON, 2009 6 Basic research Applied research Development Commercialisation LANA HOPKINSON, 2009 8 A New Paradigm of the Science, Technology & Innovation Process Old Paradigm/language New Paradigm/language Economic Development Sustainable development Technology push Market pull Co-funding Stakeholders leveraging resources Federal programmes National systems Fragmented activities Integrated programmes Parochial state/industry interests Clusters Directing or steering Creating partnerships Regions being dictated to regarding federal programs Regions involved in designing new innovation & technology programmes LANA HOPKINSON, 2009 10 concentrate knowledge assets host globally competitive firms create higher-wage jobs attract scarce global talent and investment Networks of firms, R&D and innovation units and training organisations (universities, specialised schools, etc.), sometimes supported by national or local authorities, which co-operate with the aim of innovation and increasing maritime industry's performance. LANA HOPKINSON, 2009 12 shipping and logistics shipbuilding and marine equipment ship-broking and insurance offshore energy dredging and extraction hydraulic engineering fisheries coastal tourism marine research LANA HOPKINSON, 2009 13 LANA HOPKINSON, 2009 14 Clusters promote the fullest development of the potential of the maritime sector emphasis on cross-industry linkages and complementarities Example: Special skills acquired in off-shore technology, feed into innovations in specialised vessels for deep-sea exploration, into the exploitation of the new world of “blue” marine-linked biotechnology, or into investigation of methods for safe extraction and exploitation of energy from methane hydrates. LANA HOPKINSON, 2009 15 Some clusters focus on single geographic regions – often around a major port while others are multi-centred, bringing together expertise and experience from several coastal sites, often across national boundaries. LANA HOPKINSON, 2009 16 Clusters can act as focal points for maritime expertise, to ensure continuity in the preservation of skills and knowledge. They can improve links between training and maritime industries, and promote the profile of the sector so as to help attract candidates into nautical colleges and maritime professions. LANA HOPKINSON, 2009 17 Increased competition from low cost countries such as China, Vietnam, India, Romania, etc. Competition from technology advanced and knowledge based economies such as South Korea, Singapore, Japan, Norway, Netherlands, etc. Success factors: Being at the forefront of technological advances related to design, production systems and methods; interaction between members in a value chain; cultural understanding; Corporate Social Responsibility (CSR) ; adoption of best practices among companies LANA HOPKINSON, 2009 18 1. 2. 3. Denmark: open cluster, some very advanced players Germany: large, balanced and almost complete cluster Great Britain: large maritime cluster with geographical specialization, advanced services in London and offshore in Aberdeen 4. 5. 6. 7. Japan: large, advanced and complete cluster with some signs of decline Norway: almost complete, globally oriented cluster with many leading Singapore: open easy-to-access cluster serving as a gateway to Asia The Netherlands: old maritime traditions, dominated by ports, interesting public policy for developing the maritime cluster LANA HOPKINSON, 2009 19 China: fast-growing economy with some of the largest shipping companies in the world South Korea: world leader in ship-building, stimulated by an active industrial policy Greece: single-dimension cluster with one of the largest shipping industries in the world Houston, USA: global oil and gas center with substantial maritime elements LANA HOPKINSON, 2009 20 The cluster’s size, importance, completeness, growth and composition The regulatory regime of the country, especially concerning maritime policy The general prospects of the country or region Practical matters - availability of relevant data - and the accessibility of key actors in the cluster Centre for Value Creation (Norwegian School of Management BI) LANA HOPKINSON, 2009 21 Logistics & transport Ports Shipping Maritime services MARITIME CLUSTER Royal Navy Metal working Machinery Dredging Construction LANA HOPKINSON, 2009 Marine equipment Fishing Fish producing and processing Based on: H.P.L.M. Janssens 22 Source: Thomas Saxegaard, Maritimt Forum Norway LANA HOPKINSON, 2009 23 LANA HOPKINSON, 2009 24 LANA HOPKINSON, 2009 25 LANA HOPKINSON, 2009 26 LANA HOPKINSON, 2009 27 LANA HOPKINSON, 2009 28 LANA HOPKINSON, 2009 29 Companies are internationally competitive and grow fast The cluster is dynamic, innovative and competent However, Norway loses market shares– due to a tax regime that has been unfavorable for shipping companies Countries compete to attract activities – not companies Norway is competitive for knowledge intensive maritime activities– Execution of ownership – HQ functions, investments, strategic management and governance ◦ Financial, legal and other sophisticated services ◦ R&D and education ◦ Advanced, tailor-made equipment, systems and moduls, particularly for offshore purposes LANA HOPKINSON, 2009 30 Clusters can help respond to environmental considerations: e.g. effective collaboration to apply high-tech engineering and design to alternative ship propulsions or ballast water-free ships Combining complementary activities by marine research institutes can also boost understanding of the impact of maritime activities on the environment – and how to minimise damage LANA HOPKINSON, 2009 31 Strategy for decisions and activities to adapt system behaviour to the natural ecosystem behaviour Tool to develop a dynamic system to manage human activity, with the following basis: 1) minimize energy and material use 2) guarantee an acceptable life quality for the people 3) minimize or decrease the environmental impact of human activity to levels that natural systems could stand 4) maintain economical activity of trade and industrial systems LANA HOPKINSON, 2009 32 Products, supplies and processes Buildings and installations Material and energy flows Relations and interactions among companies Neighbours and society Institutions LANA HOPKINSON, 2009 33