Chapter 2: Innovation: what is is? Flashcards

1
Q

Sources of competitive advantage

A

Sustained competitive advantage can be derived from a number of sources depending on the theory we employ (see e.g. Connor 1991).
• Neoclassical theory of the firm
• Bain-type industrial organization
• Schumpeter’s response
We can think of ‘competitive advantage’ to refer to the company’s ability to generate above normal profits.

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2
Q

Neoclassical theory of the firm

A

Traditionally firms are defined by their productive activities.
• A set of feasible production plans give rise to the production function, mapping input bundles into output.
• Managers decide what and how much to produce.
• They also decide how (by means of which inputs) to produce.
• The firms traditionally own the right to access the factors of input:
Labor
Capital
• Firms operate under perfect competition.

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3
Q

Neoclassical theory of the firm

• The assumption of perfect competition ensures…?

A

the right combination of input factors is available and known (the cost function is derived from the production function)
• the firm can calculate the marginal contribution of each of the factors at every level of output
• all firms and all households (consumers) have perfect and complete information
• no inertia in resource allocation, resources are mobile and divisible

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4
Q

Neoclassical theory of the firm

• Firms features?

A

Firms are identical due to the perfect information.
• they have access to the same production technology
• each firm can obtain the inputs required at the required amount and quality
• All firms in a market are equally able and capable to combine the factors
of input into the demanded goods and services.
• Firms produce only a single output.
• With the atomistic structure of competition this leads to zero profits.

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5
Q

Advantages of large firms?

A

Advantages of larger firms (over smaller firms) could potentially originate from cost advantages: Larger firms might have lower unit costs than smaller ones.
• Sources of this cost advantage.
• Economies of scale - cost advantages from producing more of the same product.
• Economies of scope - cost advantages from producing a larger variety of products.

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6
Q

Economies of scale

A

Generally are generated by indivisibilities = Scaling inputs in accordance with the outputs is not possible.
• Reasons for indivisibility:
• Long-run fixed costs
• Set-up costs
• Specialized resources and division of labor
• Volumetric returns to scale (e.g. capacity depends on the volume of the container, cost depends on the surface)
• Economies of massed reserves (e.g. low level of output still requires large inventories of spare parts…)

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7
Q

Economies of scope

A

• Cost advantages from producing a larger variety of products
C(q1, q2) < C(q1, 0) + C(0, q2)
• These are caused by indivisibility as well.
• Sharing of production equipment (indivisible) for the two goods
• Common costs
• Knowledge in the production process

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8
Q

Neoclassical theory of the firm and relation to Economies of Scale and Scope

A

Firms are small (relative to the whole market)
• they produce one product
⇒ economies of scope do not play a role.
• they produce with a production technology that generates increasing average costs after a threshold (which is small relative to the market size).
⇒ economies of scale do not play a role.
The factor limiting firm size is the production technology (giving rise to the cost function).

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9
Q

Bain-type industrial organization - origin?

A

Goes back to Joe S. Bain (1912-1991)
US economist with a strong interest in industry and competition
Developed the structure conduct performance approach
Trivia: Bain did his PhD under the supervision of Joseph A. Schumpeter

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10
Q

Bain-type industrial organization

A

Firms try to maximize their profits by increasing market power.
• Market power allows the firms to restrain their output (produce less than firm under perfect competition).
increase prices (increase the mark-up)
remember (p − c)/p is a measure for market power
• Practices to gain or maintain market power
Collusion
Vertical integration
Horizontal mergers
Create barriers to entry: advertising, R&D

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11
Q

Bain-type industrial organization

A

The practices (might) harm consumers and the overall welfare.
• Very prominent here is the relationship between firm size and profits.
• The major approach in the Bain-Type IO is Structure-ConductPerformance.
• In the neoclassical model dis-economies of scale (increasing average costs) limit the size of the firm.
one-product-firms have no access to economies of scope.
• Bain-Type IO is not convinced that this is a realistic assumption.
The limits to size and market power is governmental intervention through antitrust policy.

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12
Q

Structure-conduct-performance

A

SCP is the traditional approach in Industrial Organization.
• Dates back to studies carried out in the early 1950 by Bain and by Mason
• Assumptions:
There is a stable, causal relationship between
• structure of an industry
• firm conduct
• market performance

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13
Q

Structure-conduct-performance

Structure?

A
Number and size distribution of buyer and sellers
• Conditions for entry and exit
• Product differentiation
• Vertical integration
• Diversification
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14
Q

Structure-conduct-performance

Conduct?

A
Business objectives
• Pricing policies
• Product design, branding, advertising and marketing
• Research &amp; development
• Collusion
• Merger
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15
Q

Structure-conduct-performance

Performance?

A

Profitability
• Growth
• Quality of products and services
• Productive and allocative efficiency

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16
Q

Structure-conduct-performance - Pt. 2

A

(Relatively) easy to observe:
• Market structure
• Performance
Research idea:
• Establish a link between the market structure and the performance of firms
• That holds across industries.
Key assumptions underlying the SCP approach
• The line of causality runs from structure to conduct to
performance (not the other way!).
• Key concepts used can be measured by available data.
Pi = Alpha + B1 CONi + B2BEi1 + B3Bei2 + ..+ B(n+1) BE in
***Typical empirical setup: π market power (captured by excess profits), α constant, β coefficients of
the structural variables (CON is concentration, BEj is a number of barriers to entry)

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17
Q

Porter’s five forces

A
IO literature has inspired Michael Porter and his five forces model of firm’s competitive environment.
• Extent and intensity of competition
• Threat of entrants
• Threat of substitute products
• Power of buyers
• Power of suppliers
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18
Q

Bain-type IO vs. neoclassical view

A

Bain-Type IO allows for more heterogeneity among firms.
• Neo-classical view: in equilibrium no persistent above-normal profits
exist
• BTIO: persistent above-normal profits are possible even in the long run
• Heterogeneity of firms with respect to
• firm size
• side of the entry barrier (incumbent / entrant)
• market shares

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19
Q

Schumpeter’s response - Author?

A

Joseph Alois Schumpeter
Austrian economist (from 1939 US
citizen); From 1932 professor at Harvard; Contributions to economic development, innovation, economic history, business cycles, evolutionary theory …
Most influential heterodox economist
Teacher of N. Georgescu-Roegen, J. K. Galbraith, R. Solow, J. Bain.

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20
Q

Schumpeter’s response - Pt. 1

A

Schumpeter assumes that the purpose of the (successful) firm is to
identify and realize opportunities.
• Seizing opportunities (successfully) will
• generate competitive advantage
• render rivals obsolete

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21
Q

Schumpeter’s response - Pt. 2

A
  • Schumpeter’s response can be seen as a fundamental critique on prior schools’ assessment of the important issues.
  • Social value cannot be assessed by a static view
  • Dynamic perspective (dynamic efficiency has to be considered)
  • Schumpeter claims that the economy has to be considered as an evolutionary process.
  • It is novelty (also new combinations) that drive the economy.
  • Essential question here:
  • Where does novelty come from?
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22
Q

Sources of novelty - two Schumpeterian views:

A
  • Schumpeter Mark I (Schumpeter, 1912)
  • creative destruction
  • easy entry
  • fundamental role of the entrepreneur (=small firm)
  • Schumpeter Mark II (Schumpeter, 1942)
  • creative accumulation
  • large established organizations
  • barriers to entry for entrepreneurs (sometimes created by the incumbents)
  • Today both ideas seem to be complementary.
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23
Q

Schumpeter’s response - Pt. 3

A

In the second line of reasoning Schumpeter (Mark II) connects market
power to the firm’s ability to
accumulate knowledge
generate novelty
• Firms with monopoly power have more incentives to go for radical (game
changing) innovations.
ex ante market power ⇒ provides resources to pursue the risky efforts
ex post market power ⇒ incentives to pursue the risky efforts

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24
Q

Baumol on innovations importance

A

„…virtually all of the economic growth that has occurred since the eighteenth century is ultimately
attributable to innovation…under capitalism, innovative activity … becomes mandatory, a life-and death matter for the firm and innovation has replaced price as the name of the game in a number of important industries.“

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25
Q

Effects of successful innovation?

A

Innovators have
… higher profits
• in the long run
• even in down swings
… higher probability to survive (Cefis & Marsili 2004)
… higher productivity (Criscoulu, Haskel, & Martin, 2003)
… higher exports (Bleaney & Wakelin 2002)
… better credit-ratings (Czarnitzki & Kraft 2004)
… higher market capitalization (Hall 2000)
… more positive consumer perceptions (Kunz, Schmitt & Meyer, 2011)

26
Q

Terminology - Idea?

A
Idea (gr. εἶδος (eidos) / ἰδέα (idea) = Imagination, …) an imagination.
‘Idea’ today refers to
• An insight
• A novel thought
An idea does not assume implementation.
27
Q

Terminology - Discovery?

A

Discovery means the basic identification and proof of scientific relationships.
Michael Faraday discovers 1831 the law of induction:
Changes in the magnetic field induce electric current in a conductor

28
Q

Terminology - Invention?

A

An invention solves a given problem for the first time. Sometimes it bases on scientific discoveries.
• Invention can be the planned or unplanned (serendipity) of R&D activity.
After the discovery Michael Faraday invents the dynamo to generate electricity.

29
Q

Examples of Inventors?

A
  • … e. g.
  • Louis Braille→ printing which is legible by the blind (1825)
  • John Dunlop → air filled tires (1888)
  • John Deere→ steel plow (1837)
  • Karl Benz→ automobile (1885)
  • Igor Sikorsky→ helicopter (1940) -> dominant design
  • George Westinghouse→ air pressure breaks for trains
  • Earl Tupper→ plastic products (1938)
  • Ferdinand Zeppelin→ rigid airship (1900)
  • Levi Strauss→ denim jeans (ca1850)
  • George Eastman→ rollfilm (1884)
  • Elisha Otis→ security mechanism for elevators (1853)
30
Q

Types of innovation (Schumpeter)

A

(1) The introduction of a new good – or a new quality of a good.
(2) The introduction of a new method of production.
(3) The opening of a new market.
(4) The conquest of a new source of supply of raw-materials or halfmanufactured goods.
(5) The carrying out of a new organization.

31
Q

Product innovation

A

A product innovation is a new or improved good or service that differs
significantly from the firm’s previous goods or services and that has been
introduced on the market.
Significant improvements to one or more characteristics or performance
specifications (quality, durability, technical specifications, reliability,
convenience, user friendliness)
Financial attributes also affordability or financial convenience (e.g.
dynamic toll collection)
Improved usability also through product design when user’s utility
increases (e.g. positive emotional response)
NOT minor design changes

32
Q

Business process innovations

A
A business process innovation is a new or improved business process or one or more business functions that differs significantly from the firm’s previous business processes and that has been brought into use in the firm.
Advantages:
Greater efficacy
Greater resource efficiency
Reliability and resilience
Affordability
Convenience
Usability
33
Q

Types of business processes

A
Core function
(1) Production of goods and services
Ancillary functions
(2) Distribution and logistics
(3) Marketing and sales
(4) Information and communication
(5) Administration and management
(6) Product and business process development
34
Q

Business process innovation:

Production of goods or services

A

New or improved production processes.
• Example: The UK glass manufacturer Pilkington’s float glass production process
Liquid glass is poured on a tin-bath (liquid tin) which gives an even surface
Replaced almost all other methods of producing flat glass
For precision glass (e.g. for flat panel displays) an overflow
downdraw method is used
(https://www.youtube.com/watch?v=q4ZU7zUxdM8)

35
Q

Business process innovation:

Distribution and logistics

A
New processes in
Transportation and service delivery
Warehousing
Order processing
• Example: In 2014 the German hardware store Bauhaus implemented an online ordering system in addition to its brick-and-mortar stores
36
Q

Business process innovation:

Marketing and sales

A

New processes in
Marketing methods
Pricing strategies
Sales and after-sales
activities (incl. helpdesks, customer support, and CRM activities)
• Example:
Passengers of the Russian start-up inDriver can enter the amount they are willing to pay for a trip into the app*.

37
Q

Business process innovation:

Information and communication systems

A

New processes maintenance and provision of ICT
systems.
Hardware and software
Data processing and database
Maintenance and repair
Web-hosting and other computer related information activities
• Example:
Italian fashion brand Zegna launched its XXX brand in Shanghai in October 2018. Guests could use their WeChat ID to attend the event. Also virtual activities were offered. A leather wristband contained a chip with the WeChat ID and the virtual parts of the show were personalized. Also
the fashion recommendations that could be ordered after the show.

38
Q

Business process innovation:

Administration and management

A

New processes maintenance and provision of ICT systems.
Strategic and general business management
Corporate governance
Accounting, bookkeeping, auditing…
HR management
Procurement
Managing external relations
• Example:
In its Brazilian headquarter Pepsico hires (specifically) women who have not worked for more than two
years (for health reasons or for maternity leave).

39
Q

Business process innovation:

Product and business process development

A

New activities to scope, identify, develop or adapt
products or processes.
• Example: German drugstore chain dm started a crowdsourcing campaign for start-up to apply with their
products. Those will then be on dm’s shelves.

40
Q

Business model innovation according to OECD

A

OECD (2018 p.76) states: “A business model includes all core business processes such as the production, logistical, marketing and co-operative arrangements in use as well as the main products that a firm sells, currently or in the future, to achieve its strategic goals and objectives.”
• Hence, basically business model innovation includes all innovation dimensions
• Product innovation
• Business process innovation (possibly all 6 sub-dimensions (1) –
(6) simultaneously)

41
Q

How do the positive effects of innovation come about?

A

Several ways
Usually target: Profits
• Offer something where customers have a higher willingness to pay — charging higher prices [willingness to pay]
• Offer something with lower costs – even at the same price, create higher profits [lower costs]
• Offer something where you have a longer time horizon to enjoy the benefits [time]
• For this to work you need market power (think about the monopoly in micro economics 101) [market power]

42
Q

Strategic advantages - Novelty in product and service offerings

A

Offering products or services that others cannot offer
[willingness to pay] [market power]
• Nokia introduced the first smartphone in 1996 (~1,400 € in DE)
Telephone calls
SMS
E-mail
Web-browser

43
Q

Novelty in processes

A

Offer goods and services where the processes contribute to unique
properties of the goods and services.
Faster, better quality, more individualized, more reliable … [willingness to
pay]
With more efficient production [lower costs]
Ex. Amazon Prime

44
Q

Complexity

A

• Offer goods and services which are deemed to complex for others.
Complexity can also work to protect your idea [willingness to pay] [time] [market power]
• Example: Rolls Royce Air craft engines.
Intelligent engines
Swarm robots for engine repair
Full electric flight

45
Q

Legal protection of intellectual property

A

Offer goods and services that are legally protected so that others cannot copy
them; unless they pay a license fee.
[willingness to pay] [time] [market power]
• Examples
Prozac (antidepressant) by Eli Lilly
• Research started in 1963
• First patent 1974
• Five additional applications until 1986
• FDA approval by Dec 1987
• 1988 2.5 mio prescriptions (in US)
• 2002 33 mio prescriptions (in US) / 54 mio prescriptions (global)
• $2.5 bn revenue from Prozac (1999)
• 2001 Eli Lilly lost patent protection (generic versions are allowed)
ARM microprocessors

46
Q

Add/extend the range of competitive factors

A
Change the parameters of
competition
From price to quality
From price to speed
From price to reliability
From price to choice
From price to environmental &amp; social
impact
• Examples
• Japanese cars (usual text book example)
• How does Nespresso relate to this?
• How do all the small coffee roasters (that mushroom
everywhere) relate to this?
47
Q

Timing

A

First mover advantage
Advantage sticks
Example: Xerox invented the first copy machine and
dominated the market for more than a decade
• Fast follower advantage (second mover advantage)
Fast followers benefit from problems of first movers
Example: Google was not the first search engine

48
Q

Robust design

A

Develop a robust design that can be used as the basis for variations for a long time.
• In the car industry (and other industries) this might be called a platform (common parts are used for different models).
• Example: Boeing 737
• First flight April 1967
• The 737 is still the basis for continuous development and
improvements
More than 10,000 units sold (March 2018). More than 25% of the large commercial aircrafts
Success story until late 2018.
Recent events show the problems of the the 737 platform (and other governance issues at Boeing)

49
Q

Platform business models

A
Platform business models address two (or multi)-sided markets and enable interaction between end-users and bring both sides ‘on board’ by appropriately charging each side (Rochet and Tirole 2006):
Examples:
• PayPal
• Credit Cards
• JCDecaux
• Amazon store
• My Hammer
• Uber
• Airbnb
50
Q

Rewriting rules

A

Offering goods and services which are completely new. These make old goods and services redundant.
• Examples:
Typewriters vs. Word processor on personal computers

51
Q

Reconfiguring the parts of the process

A

Rethinking the way in which parts of the whole systems
work.
• Example: Zara
Agility and flexibility.
Quickly pick up trends, accurate forecast, quick development and design, excellent supply chain integration (from idea to shop = two weeks)

52
Q

Transferring across diff. application contexts

A

Use established elements in a different context to create value.

53
Q

Types of innovation

A
Degree of novelty
Incremental or radical
• Discontinuous innovation
Changing the rules of the game
• Timing
Different types over the product life cycle
54
Q

Degree of novelty

A
Incremental vs. radical
• Freeman (1974)
• Refers to the extent to which the underlying technology has changed,
degree of novelty of the innovation
• Incremental innovation
Smaller changes
• Radical innovation
Changes the nature of products and services, opens new
markets
55
Q

Incremental innovation

A

Relatively small changes to existing goods and services
• Unchanged existing basic design of the goods and services
• Reinforces the incumbent’s position..
• Requires skill and ingenuity
• Offers significant economic advantage to the innovating firm
• Over the time incremental innovation may change the product significantly. Most firms innovate incrementally.

56
Q

Features of incremental innovation

A

Reinforces capabilities of firm
• Becomes embedded in the firms way of doing things
• Difficult to change – ‘It is what we know’
• Cumulative – new products build on past products
• Stable design and consistent interfaces between components in the product
• Stable markets
you know your customers
you know your competitors
• Competing for small shifts in market share

57
Q

Radical innovation

A

Technical change occurs slowly and cumulatively until it is punctuated by a major advance
• Critical events that reshape designs, knowledge and product market
• Uncommon - 30 years intervals in most industries
• Requires different sets of engineering and scientific principles and opens new markets and potential applications
• Creates difficulties for established firms and opens up opportunities for new entry
• Makes firms ask new questions, draws in new technical and commercial skills, and employs new problem-solving approaches
• Radical innovation often results in new dominant designs.

58
Q

Dominant design

A

Predominant construction and design principles.
• Emerged through a historical development, through technical or economical advantages, or purely by accident.
EX. Helicopter design in the past and now & mobile phone contracts: caller pays

59
Q

Continuous vs. discontinuous

A

Usually firms innovate by doing what they have been doing (but better).
• It is hard for them to break away from this behavior.
• Sometimes events happen that destroy this framework
New markets emerge (SMS as a by product of mobile telephony)
New technologies emerge (Analog vs. digital photography)
New political rules emerge (Free trade arrangements, Brexit?)
Techn. trajectory is running out of space (Cathode ray TV, instant photography)
Market sentiment or behavior changes (Streaming vs. traditional music industry)
Deregulation (deregulation of electricity or utility markets)
Factures along ‘fault lines’ (eg fastfood & obesity, tabacco & smoking bans)
Unthinkable events (eg 9/11, fall of the Berlin wall)
Business model innovation
Shifts in techno-economic paradigms (eg. mass production, internet)
See Table 1.4 in Tidd & Bessant (2013)

60
Q

Process view of innovation

A
Four phases are necessary for bringing ideas into reality, for creating and
for capturing value from it.
1. Search
2. Select
3. Implement
4. Capture