LANA HOPKINSON M.A. INTERNATIONAL BUSINESS (UK) [email protected].

LANA HOPKINSON M.A. INTERNATIONAL BUSINESS (UK)

[email protected]

2LANA HOPKINSON, 2009


LANA HOPKINSON, 2009 4

COMPETITIVENESS COMPETITIVENESS THROUGH INNOVATIONTHROUGH INNOVATION


Intellectual AssetsThe Major Value Drivers of Business in the Modern Economy

5%

72%90%

1978 1998 2004

Intangible Assets Tangible Assets

Source: Value Based Management

Relative significance of intangible assets – knowledge, know-how, business models, processes,

people, etc. –compared to tangible assets in business

1000ventures.com

6

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

Basic researchApplied research

Development

Commerciali-sation


Old Paradigm/language

Economic Development

Technology push

Co-funding

Federal programmes

Fragmented activities

Parochial state/industry interests

Directing or steering

Regions being dictated toregarding federal programs

New Paradigm/language

Sustainable development

Market pull

Stakeholders leveraging resources

National systems

Integrated programmes

Clusters

Creating partnerships

Regions involved in designing new innovation & technology programmes

A New Paradigm of the Science, A New Paradigm of the Science, Technology & Innovation ProcessTechnology & Innovation Process


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.

shipping and logistics shipbuilding and marine equipment ship-broking and insurance offshore energy dredging and extraction hydraulic engineering fisheries coastal tourism marine research



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.


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.


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.


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


1. Denmark: open cluster, some very advanced players

2. Germany: large, balanced and almost complete cluster

3. Great Britain: large maritime cluster with geographical specialization, advanced services in London and offshore in Aberdeen

4. Japan: large, advanced and complete cluster with some signs of decline

5. Norway: almost complete, globally oriented cluster with many leading

6. Singapore: open easy-to-access cluster serving as a gateway to Asia

7. The Netherlands: old maritime traditions, dominated by ports, interesting public policy for developing the maritime cluster


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


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)


22

MARITIME CLUSTERRoyal NavyDefence

Shipping

Logistics &

transport

Offshore

Energy

Dredging

Construc- tion

Fishing

Fish producing

and processin

g

Yachting

Recreation and

tourism

Marine equipment

Machinery

Ports

Port related

industry

Maritime services

Service industry

Ship-building

Metal handling

Metal working

LANA HOPKINSON, 2009 Based on: H.P.L.M. Janssens

Inland shipping


Source: Thomas Saxegaard, Maritimt Forum Norway







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


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


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 use2) guarantee an acceptable life quality for the people3) 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


Products, supplies and processes Buildings and installations Material and energy flows Relations and interactions among companies

Neighbours and society Institutions


LANA HOPKINSON M.A. INTERNATIONAL BUSINESS (UK) [email protected].

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