French Oysters and German Cabbage-Demand-and Country-Specific Drivers and Barriers for Inovation in the European (EU-25) Food & Drink Industry

Before being adopted internationally, successful innovation designs tend to have been preferred in one particular country or region. These countries or regions can subsequently be labelled as Lead Markets. This paper employs a Lead Market approach to assess for each of the 25 European Union member states (EU-25) its likelihood that locally preferred innovation designs in the Food & Drink Industry become successful in other countries. A system of five particular demand- and country- specific attributes - the so called Lead Market factors – is regarded as critical for he probability of the market becoming a Lead Market: price advantage, demand advantage, export advantage, transfer advantage and market structure advantage. The aim of this paper is to identify and operationalise indicators to measure and compare the Lead Market properties at international level. The indicators used are taken from the Community Innovation Surveys (CIS-3 and CIS-4), the Eurostat/OECD PPP and Expenditure Database at BH levl, the UNCTAD FDI-Database, the EU Business Demography Statistics, and the Eurostat Foreign Trade Database (Comext). Based on the Lead Market analysis, implications for policy makers are outlined.Lead Markets, innovation diffusion, European Union, sectoral analysis.

Assessing the Lead Market Potential of Countries for Innovation Projects

This paper presents an approach to assessing the potential of countries to increase the likelihood that locally preferred innovation designs become successful in other countries, too. The concept suggests that for many innovations lead markets exist that initiate the international diffusion of a specific design of an innovation. Once a specific innovation design has been adopted by users in the lead market chances are that it subsequently becomes adopted by users in other countries as well. Lead markets can be utilised for the development of global innovation designs. By focusing on the design of the innovation which responds to the preferences within the lead market, a company can leverage the success experienced in the lead market for global market launch. In order to follow a lead market strategy of new product development, it is necessary to assess the lead market potential of countries before an innovation is developed and tested in the market. This paper presents an indicator-based methodology that approximates the lead market attributes of countries. This assessment methodology was applied to two innovation projects at the truck division of DaimlerChrysler AG. The method produces information that is of importance for the development phase and the market launch of globally standardised innovations.Innovation, Global Diffusion, Market Entry

Theoretical and Empirical Evidence of Timing-to-Market and Lead Market Strategies for Successful Environmental Innovation

In environmental policy first mover advantages for environmental technologies are often taken for granted. It is a popular view to see the state as a political entrepreneur who introduces a certain environmental policy instrument, e.g. feedin tariffs for renewable energies, and thus becomes the world market leader or the lead market for the respective technology. Against this background, this paper wants to find out if the idea of first mover advantages can be justified by theories and empirical evidence from industrial organization and business management studies. After a review of theoretical and empirical papers we see that first mover advantages are not confirmed by empirical evidence. Thereby the successful innovator is not necessarily the first but very often one of the early movers within the competition of different innovation designs. We show that the success of a timing strategy depends on country-specific lead market potentials, on market and technology characteristics and on the regime of the country-specific regulation. On this basis we derive options for environmental innovation strategies for firms under different circumstances of markets, technologies and regulations. We will see different implications for practical innovation management and innovation policy.Lead markets, environmental innovation, first mover advantages,innovation strategies

Customer - Driven Innovation in the Electrical, Optical and ICT Industry

Before being adopted internationally, successful innovation designs tend to have been preferred in one particular country or region. These countries or regions can subsequently be labelled as Lead Markets. This paper employs a Lead Market approach to assess for each of the 25 European Union member states (EU-25) its likelihood that locally preferred innovation designs in the Electrical/Optical/ICT Industry become successful in other countries. A system of five particular demand- and country-specific attributes - the so called Lead Market factors – is regarded as critical for the probability of the market becoming a Lead Market: price advantage, demand advantage, export advantage, transfer advantage and market structure advantage. The aim of this paper is to identify and operationalise indicators to measure and compare the Lead Market properties at international level. The indicators used are taken from the Community Innovation Surveys (CIS-3 and CIS-4), the Eurostat/OECD PPP and Expenditure Database at BH level, the UNCTAD FDI-Database, the EU Business Demography Statistics, and the Eurostat Foreign Trade Database (Comext). Based on the Lead Market analysis, implications for policy makers are outlined.Lead Markets, innovation diffusion, European Union, sectoral analysis

Theoretical and Empirical Evidence of Timing-to-Market and Lead Market Strategies for Successful Environmental Innovation

In environmental policy first mover advantages for environmental technologies are often taken for granted. It is a popular view to see the state as a political entrepreneur who introduces a certain environmental policy instrument, e.g. feedin tariffs for renewable energies, and thus becomes the world market leader or the lead market for the respective technology. Against this background, this paper wants to find out if the idea of first mover advantages can be justified by theories and empirical evidence from industrial organization and business management studies. After a review of theoretical and empirical papers we see that first mover advantages are not confirmed by empirical evidence. Thereby the successful innovator is not necessarily the first but very often one of the early movers within the competition of different innovation designs. We show that the success of a timing strategy depends on country-specific lead market potentials, on market and technology characteristics and on the regime of the country-specific regulation. On this basis we derive options for environmental innovation strategies for firms under different circumstances of markets, technologies and regulations. We will see different implications for practical innovation management and innovation policy

Do first mover advantages for producers of energy efficient appliances exist? : the case of refrigerators

Energy efficiency regulation is an important driver for innovations in environmental technologies. Improvements of energy efficiency do not only contribute to reach envi-ronmental policy targets, they can be furthermore economically profitable. E.g. private households can reduce their costs in the long term by using efficient household appli-ances. But how can the specific competitive position on this market be assessed for German producers, and how strong is the competitiveness from firms coming from emerging economies? We analyse – as an example - the global refrigerator market, using the lead market approach for environmental innovations. As our results show, Germany has the most lead market potentials for energy-efficient refrigerators, followed by Korea und Italy. First mover advantages for high-tech energy efficient appliances can be realised on the German market. This is backed by high en-ergy efficiency standards in Europe which diffuse after some years to other countries. Since the pay-off time for energy efficient household appliances is with 7 to 10 years quite long, also a cost strategy with low prices can be successful. Especially in the case when the price of electricity and the national income are low. Markets for such products are for example in Asia and Russia. Producers use the existence of both strategy options to operate with different brands and product lines in different market niches at the same time. For firms in countries that do not have sufficient lead market potentials, innovations in energy efficiency must be targeted to fit the preferences of users in the lead market. The screening of the lead market can take on varying degrees of intensity. A good way for a company to estab-lish ties with a lead market is via producers with long experience on the Lead Market. It can be realised through a simple sales cooperation with local producers or a merger with a local producer of the lead market

Ansätze einer Algorithmischen Anwendung Quantititiver Verfahren zur Effizienten Bedarfsprognose von Vorprodukten. Erste Ergebnisse Einer Empirischen Untersuchung

Zufällig schwankende Nachfragen nach Vorprodukten bzw. Teilen und Komponenten machen die Verwendung von stochastischen Modellen der Lagerhaltung notwendig. Das vorliegende Papier beschreibt einen standardisierten algorithmischen Ansatz, mit dem der Verbrauch von Vorprodukten für die Zeiträume von drei, sechs oder zwölf Monaten mit Hilfe zeitreihenökonometrischer Verfahren prognostiziert werden kann. Im Rahmen dieses Ansatzes werden für jede Vorproduktgruppe die unterschiedlichsten quantitativen Prognosetechniken angewendet. Zu den Techniken zählen unter anderem AR-, MA-, ARMA-, ARIMA- und strukturelle Regressionsmodelle. Durch algorithmisches Vorgehen wird aufgrund von Gütekriterien (z. B. die Prognosefähigkeit in einem Testdatensatz) ein optimales Prognosemodell ermittelt, das für die Prognose des Bedarfs verwendet wird. Für alle gewählten Prognosezeiträume erwies sich das ARMA-Modell der d-differenzierten Zeitreihe als bestes Prognosemodell, gefolgt von einfachen Moving Average und ARIMA-Modellen. Die Bedeutung autoregressiver Verfahren nimmt aber mit der Länge des Prognosezeitraumes ab. Strukturelle Ansätze erweisen sich allerdings fast nie als beste Prognosemodelle, auch wenn deren Bedeutung mit der Länge des Prognosezeitraumes zunimmt. Der algorithmische Ansatz ermöglicht für einen erheblichen Teil (rund 60 Prozent) der Vorprodukte eine gute Prognosequalität. Die Güte der Prognose verbesserte sich, je seltener Zeiträume mit fehlender Nachfrage auftreten. Bei Beachtung ausgearbeiteter Voraussetzungen, dürfte diese algorithmische – und daher einfach durch den Computer zu ermittelnde – Vorgehensweise, die praktische Aufgabe der Prognose von Lagerabflüssen für einen erheblichen Teil von Vorprodukten bzw. Teilen und Komponenten vereinfachen.Inventory Management, Forecasting, Material Requirement Planning, Time Series

The Role of Demand in Innovation – A Lead Market Analysis for High-tech Industries in the EU-25

This document presents an indicator-based methodology that attempts to approximate the Lead Market attributes of EU-25 countries for four high-tech industries. A Lead Market is defined as a country where users prefer and demand a specific innovation design that not only appeals to domestic users, but can subsequently be commercialised successfully in other countries as well. A system of five particular country-specific attributes - the so called Lead Market factors – is regarded as critical for the probability of the market becoming a Lead Market. These factors, which influence a country’s Lead Market potential, are as follows: price advantage, demand advantage, export advantage, transfer advantage and market structure advantage. The aim of this document is to identify and operationalise indicators to measure and compare the Lead Market properties at international level. The indicators used are taken from the Community Innovation Surveys (CIS-3 and CIS-4), the Eurostat/OECD PPP and Expenditure Database at BH level, the UNCTAD FDI-Database, the EU Business Demography Statistics, and the Eurostat Foreign Trade Database (Comext). Based on the Lead Market analysis, implications for policy makers are outlined

Industrielle Beziehungen aus Sicht deutscher und französischer Arbeitnehmer

"Der Artikel untersucht den Einfluß kultureller Unterschiede auf die Einstellung von Arbeitnehmern zur Mitsprache in Unternehmen am Beispiel Deutschlands und Frankreichs. Ausgehend von bekannten theoretischen Konzepten der industriellen Beziehungen wird ein Modell entwickelt, mit dessen Hilfe die interkulturellen Unterschiede und ihr Einfluß auf die industriellen Beziehungen theoretisch analysiert werden können. Unterschiede in der Rechtsgeschichte der Arbeitnehmermitsprache und im geltenden Rechtssystem werden herausgearbeitet, auf deren Grundlage Hypothesen über Zusammenhänge zwischen kultureller Umwelt und Einstellungswerten der Arbeitnehmer zur Mitsprache aufgestellt werden. Mit Hilfe einer binationalen Untersuchung konnten folgende Ergebnisse empirisch überprüft werden: Kulturelle Unterschiede bewirken unterschiedliche Bewertungen des Mitbestimmungssystems. Im französischen Mitbestimmungssystem manifestiert sich im Vergleich zum deutschen System das individualistischere und autoritätsbezogenere Verhalten der Franzosen." (Autorenreferat)"This article analyzes the influence of cultural differences on the attitude of employees concerning their participation in decision making at German and French companies. Assuming generally accepted theoretical approaches of industrial relations, a model is developed that analyzes intercultural differences and their influence on industrial relations. Differences between the history of worker's participation in decision making and the judicial system are highlighted. They help to uncover connections between the cultural surrounding of employees and their interests in decision making. On the basis of a two-country comparison, the following results are observed: Cultural differences cause different evaluations of the system of employee participation. Comparing behaviour in the two systems of worker participation, French employees show more individualism and regard for authority than their German counterparts." (author's abstract

Lead Markt Deutschland : Zur Position Deutschlands als führender Absatzmarkt für Innovationen ; Endbericht

Lead Märkte sind regionale Märkte, auf denen in engem Zusammenspiel von Herstellern und lokalen Nutzern Innovationen eingeführt und weiterentwickelt werden, die sich später als international erfolgreich erweisen. Bei ihrem internationalen Siegeszug setzen sie sich gegen alternative Innovationsdesigns aus anderen Ländern durch und prägen schließlich das international "dominante Design", d.h. das Innovationsdesign, das sich zum weltweiten Standard entwickelt. Ein Design dabei ist eine spezifische technische Umsetzung einer Innovationsidee, z.B. ein Mobilfunkstandard