Toekomstvisie Ondernemerschaponderzoek Vlaanderen - PowerPoint PPT Presentation

Title: Toekomstvisie Ondernemerschaponderzoek Vlaanderen


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ToekomstvisieOndernemerschaponderzoekVlaanderen

• Wim Vanhaverbeke
• Eindhoven University of Technology
• Hasselt University
• zondag 22 april 2007

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What you can expect

• Entrepreneurship research in Flanders alive and
  kicking?
• Building a vision?
• Implications for the research community and
  public policy

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A. Entrepreneurship research in Flanders alive
and kicking?

• Small research community in Flanders is the
  definition is tight
• (High-tech) start-ups funding, entrepreneurial
  team development, HR,
• Social embeddedness and partner selection of
  start-ups
• Academic spin-outs licensing - role of TTO
  and other innomediaries
• USO vs CSO
• Creating viable business models under uncertainty
  in technology-based companies.
• Corporate entrepreneurship
• Encourage international entrepreneurship!
• A resource-based model of CE
• .

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B. Building a vision Focus?
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Building a visionResearch topics!

• Four entrepreneurship related trends are more
  important than others
• Technology creativity based entrepreneurship
• Inter-organizational entrepreneurship
• The role of in- and outsourcing of knowledge
  (networks of companies)
• Internationalization and globalization of RD
• Entrepreneurship for profit
• growth strategy,
• competence building and
• organizational / implementation issues

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1. Technology based entrepreneurship

• Entrepreneurship and the development and
  commercialization of promising innovations are
  parts of the same process
• Emerging technologies as very powerful sources of
  new ventures en corporate revival
• New organizational forms to develop new
  businesses based on new technologies
• CE
• Technology markets with specialized technology
  suppliers (high tech start-ups)

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or Schumpeterian entrepreneurship!

• Sources op entrepreneurship
• technology / science
• art design
• BM rethinking
• new market development

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Companies

• Cirque du Soleil
• RyanAir
• Federal Express
• Dell
• Apple iPod
• Starbucks
• CNN

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Innovate up the "experience chain"
Coffee
1. By the wholesale bag 2. By branded retail
bag 3. Served retail 4. Starbucks experience
1 - 2/cup 5 - 25/cup 75 - 1.50 2 - 5
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Merdolino 22
Alessi 7.50
330
Rotaliana, -
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Growth of the company
Jaga
X 1000
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• Jaga Oxygen creëert op een energie-efficiënte
  wijze een vraaggestuurde kringloop van zuivere
  lucht in de woning. Goed voor de gezondheid, het
  wooncomfort én de woning zelf.
• Te veel CO2 in de binnenlucht kan leiden tot
  klachten zoals hoofdpijn, misselijkheid en
  concentratiestoornissen.
• Bovendien zorgt een hoge luchtvochtigheid voor
  condens.
• Toekomst Wearable heating

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2. Co-operative entrepreneurship
Technology out-licensing
Spin-off
Internal Technology Base
New Market
Current Market
External Technology Base
Technology in-licensing
External research projects
Technology acquisition
Venture investing
R
D
Source H. Chesbrough, Sloan Management Review,
Spring 2003
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2. Co-operative entrepreneurship

• Internal and external RD complements /
  substitutes
• RD cooperation and firm performance
• Belderbos, Lokshin Carree Cassiman Veugelers
• Alliance networks
• Hagedoorn Duysters
• MA and spin-in
• Spin-out divestments
• Various modes of external technology sourcing
• Van de Vrande Vanhaverbeke

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3. Internationalization globalization of
entrepreneurship

• The Metanational Doz, Santos and Williamson
  INSEAD

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3. International entrepreneurship

• International entrepreneurship spurs growth
• Growing to a MES in a globalized world through IE
  to become a competitive against global rivals
• Not only starting up new ventures, but also
  scaling up existing ones
• The acquisition game among ventures (e.g.
  Metris)

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4. Linking entrepreneurship with strategy and
organization

• (Corp) entrepreneurship plays a role in
• growth strategy,
• competence building and ,
• organizational / implementation issues

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How to fight the commodity trapIncreased
innovation but no growth

• Philips
• Objectives
• Sales in 2005 30 billion Euro
• 5-6 CAGR
• 2-3 average organic growth in the next 5 years
  3.1 4.8 billion Euro
• 10-15 operating profit
• Progress in new product creation but growth has
  been failing
• New products for stagnating market do not lead to
  growth ( speeding up the PLC)
• Needed business creation rather than product
  creation

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Although sales from new products increases
Philips did not grow
Philips Group sales amounts in EUR million
New product revenues
SR 2001
SR 2002
SR 2003
SR 2004
SR 2005
Actual
Source SVB materials since 2001, CTO office

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4. Linking entrepreneurship with strategy and
organization
Understanding the environment
Managing the implemen-tation of ent. strategies
Change management Diversity management Entrepreneu
rial spirit
Review of the company's vision and core values
Structure and processes
Management systems
Driving the strategic formulation under
uncertainty
Personal skills capabilities
Corp. culture
People
Team management Coaching Dealing with conflicts
Aligning strat. org. Ambidexterity? NVG?
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D. Conclusions

• Integrate entrepreneurship with other literature
  streams
• e.g. Strategic entrepreneurship (Hitt et al)
• Bring entrepreneurship to the core of strategy
  and management research it s too important!
• Interesting options in Flanders / Ndl.
• Policy Integrate entrepreneurship, innovation
  and economic policy