Microeconomic Foundations of Competitiveness and International Business

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1 Microeconomic Foundations of Competitiveness and International Business Christian H. M. Ketels, PhD Institute for Strategy and Competitiveness Harvard Business School Fribourg, Switzerland 8 December 2006 This presentation draws on ideas from Professor Porter s articles and books, in particular, The Competitive Advantage of Nations (The Free Press, 1990), The Microeconomic Foundations of Economic Development, in The Global Competitiveness Report 2005, (World Economic Forum, 2005), Clusters and the New Competitive Agenda for Companies and Governments in On Competition (Harvard Business School Press, 1998), and the Cluster Initiative Greenbook by C Ketels, O Solvell, and G Lindqvist. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means - electronic, mechanical, photocopying, recording, or otherwise - without the permission of the author. Additional information may be found at the website of the Institute for Strategy and Competitiveness,

2 Related Concepts Competitiveness International Business Achieving prosperity in competition with other locations Achieving profitability in competition with other companies Locations compete based on business environment conditions to support high levels of company productivity Companies compete based on internal capabilities and access to specific locational environments 2 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

3 Themes International businesses in the concept of competitiveness Strategy for locations and companies locational choices Investing in the competitiveness of locations 3 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

4 Microeconomics of Competitiveness: The Core Concept Macroeconomic, Political, Legal, and Social Context Microeconomic Capacity Sophistication Sophistication of of Company Company Operations Operations and and Strategy Strategy Quality Quality of of the the Microeconomic Microeconomic Business Business Environment Environment Competitiveness is given by the level of prosperity a location can sustain based on the productivity of companies based there Company productivity is driven by internal and external factors A sound macroeconomic, political, legal, and social context creates the potential for competitiveness, but is not sufficient 4 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

5 Trends in the Global Economy Globalization of markets Globalization of value chains Globalization of knowledge Innovation and skill an increasing share of value added Services an increasing share of value added 5 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

6 Globalization and the Competition between Regions Impact on Clusters The Context for competition between locations is changing More locations reach a high level of growth, making them attractive markets to serve More locations meet the minimum conditions to become potential production sites The environment locations provide become more important for company success as the their value creation logic is changing And thus the relationship between locations More competiton More specialization and regional concentration More linkages Competition between locations can be positive-sum 6 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

7 Positioning of Life Science Clusters United States WA MT Minneapolis, St. Paul, MN Surgical Instruments 6% Medical Equipment 8% ND Boston, MA Research Organizations 7% Medical Equipment 12% ME CA OR Oakland, CA Biological Products 14% NV ID UT Los Angeles, CA Health/Beauty Products 11% Research AZ SD WY NE MN MI WI MI IA IN Chicago, IL Diagnostic Substances 42% CODiagnostic Substances 42% IL KS MO KY TN NM OK AR MS AL LA TX PA VA NY VT NH Newark, NJ MA Pharmaceutical Products 12% OH WV Health/Beauty Products 9% GA FL CT RI Middlesex Somerset, NJ Health/Beauty Products 9% Philadelphia, NC PA SC Pharmaceutical Products 6% Washington, D.C. Research Organizations 10% Production Devices and Substances Note: All 318 Metropolitan Areas are shown as shaded; includes subclusters in which the MA has employment rank 1 or 2 nationally, 1999 data Source: Cluster Mapping Project, Institute for Strategy and Competitiveness, Harvard Business School 7 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

8 Regional Specialization and Prosperity Average Regional Wage, 2001 $55,000 $45,000 New York, NY Boston, MA Bay Area, CA $35,000 $25,000 y = x R 2 = $15, Share of Traded Employment in Strong Clusters (LQ >.8), Broad Cluster, 2001 Source: County Business Patterns; Michael E. Porter, The Economic Performance of Regions, Regional Studies, Vol. 37, Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

9 Positioning of Footwear Clusters Selected Countries Portugal Production Focus on shortproduction runs in the medium price range Romania Production subsidiaries of Italian companies Focus on lower to medium price range United States Design and marketing Focus on specific market segments like sport and recreational shoes and boots Manufacturing only in selected lines such as hand-sewn casual shoes and boots Italy Design, marketing, and production of premium shoes Export widely to the world market Brazil Low to medium quality finished shoes, inputs, leather tanning Shift toward higher quality products in response to Chinese price competition China OEM Production Focus on low cost segment mainly for the US market Vietnam/Indonesia OEM Production Focus on the low cost segment mainly for the European market Source: Research by HBS student teams in 2002 Van Thi Huynh, Evan Lee, Kevin Newman, Nils Ole Oermann 9 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

10 The Role of International Firms Driver of specialization Linkage between regional clusters Locations have to understand the motivations of international firms to attract their investment The successful internationalization of domestic firms becomes and increasingly important driver of locations economic success International firms increasingly become the managers of linkages between clusters, not just of their own operations in different locations Cluster organizations increasingly aim to also provide services in the development and management of linkages between clusters 10 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

11 Locations and Companies Locational Choices The Role of Strategy Location Locational Choices Operational Efficiency Copy business environment conditions of prosperous locations Focus on established or highwage clusters Identify most attractive locations for specific activities in a given industry Strategic Positioning Develop specific business environment strengths to support a unique economic role Focus on a distinct and reinforcing set of clusters Identify most attractive locations for specific activities that match the market position of a given company 11 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

12 National Strategic Positioning: The Case of Ireland Ireland has been one of the most impressive economic growth stories of the last decades Ireland has been successful by positioning itself as a very efficient location for multinational companies to serve the European market Ireland has supported this positioning through strengthening the relevant dimensions of the business environment Focus on education to provide a well-educated workforce at competitive wage levels Focus on communication and transportation infrastructure to provide an efficient platform to reach other European markets Focus on a highly professional investment attraction agency to smoothly manage all contacts with potential and established investors Focus on activities and investors for which the selected positioning has the strongest appeal 12 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

13 Location and Strategic Positioning of Companies Example of Interactions Location driving strategy Strategy driving location FAST Search & Transfer Norwegian software company producing internet search technology Location has strong skill base but small demand and limited marketing capability BMW German premium car producer that was looking for a new production site in Europe Strategic position based on German technology and up-to-date product portfolio Company has decided to position itself as a supplier to customerfacing internet companies, not as a second Google Company has decided to place the plant in Leipzig (Germany), not in nearby Central European locations as many competitors 13 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

14 Related But Different Concepts Competitiveness International Business Aims to improve the quality of locations Takes the quality of locations as given Aims to improve companies ability to leverage barriers between differences across locations 14 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

15 Company-Driven Competitiveness and Cluster Efforts Dow Chemical/BMW/, Mitteldeutschland (Germany) Ensure attractiveness for further investments by headquarters Danfoss, Southern Jutland (Denmark) Ensure availability of skills as company reduces manufacturing operations Magna Steyr, Styria (Austria) Ensure capabilities at regional supplier network Philips, Eindhoven (Netherlands) Increase innovative capacity in an open innovation-model 15 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

16 Strategic Corporate Philanthropy Where to Focus Corporate Philanthropy How Companies Should Invest in Philanthropy Social and economic goals can be addressed simultaneously by improving a company s competitive context Companies should give not just money but leverage the company s unique capabilities in support of social causes, far exceeding the impact possible by individuals Source: Porter/Kramer (2006) 16 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

17 Location and Strategic Management Traditional roles of locational analysis Picking a location: Where do we locate which activity in sync with our strategic position? Location Strategy Leveraging a location: How do we derive strategic benefits from the characteristics of our location? Improving a location: How can improve the value of our location in supporting our strategic position? New roles of locational analysis 17 Copyright 2006 Professor Michael E. Porter, Christian H. M. Ketels

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