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UNIVERSITY OF CATANIA SCHOOL OF ECONOMICS AND BUSINESS Nanotech Business Models: A multiple case study approach Flavia Li Calzi 28 November 2012.

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Presentation on theme: "UNIVERSITY OF CATANIA SCHOOL OF ECONOMICS AND BUSINESS Nanotech Business Models: A multiple case study approach Flavia Li Calzi 28 November 2012."— Presentation transcript:

1 UNIVERSITY OF CATANIA SCHOOL OF ECONOMICS AND BUSINESS Nanotech Business Models: A multiple case study approach Flavia Li Calzi 28 November 2012

2 Chapter 1: To give a basic understanding of Nanotechnology, by describing its main features and implications Chapter 2: To provide a framework to study the business models by detecting the concept via a thorough literature review Chapter 3: To explain the methodology adopted to study the nanotech business models Chapter 4: To study the nanotech business models from a theoretical perspective by providing a taxonomy Chapter 5: To study the nanotech business models from an empirical viewpoint by analysing seven in-depth case studies What are nanotech business models and how do they work? 1. What is nanotechnology? 3. What is the methodology adopted and the data collection process? 5. What kind(s) of nanotech business models do we know and which ones have recently emerged? Research Structure 2. What is a business model? 4. What is a nanotech business model?

3 1. What is nanotechnology? The key technology of the 21st century The understanding and control of matter at dimensions of roughly 1 to 100 nanometers An emerging technology: from 1980s Different from Microtechnology From early 2000s nanotech commercial applications In 2008, over 800 nanotech products are publicly available A vaste range of nanotech applications Positive and negative implications A nanometer (nm) is one billionth, or 10 9, of a meter

4 2. What is a business model? A statement (Stewart and Zhao, 2000); A description (Applegate, 2000; Weil and Vitale, 2001); A representation (Morris, Schindehutte and Allen, 2005; Shafer, Smith and Linder, 2005); An architecture (Dubosson-Torbay, Osterwarder and Pigneur, 2002; Timmers, 1998); A conceptual tool or model (Osterwarder, 2004; Osterwarder, Pigneur and Tucci 2005; Teece, 2010); A structural template (Amit and Zott, 2001); A method (Afuah and Tucci, 2001); A framework (Afuah, 2004); A pattern (Brousseau & Penard, 2006); A set (Seelos & Mair, 2007).

5 Business Model Layer Source: Osterwalder (2004) A business model describes the rationale of how an organization creates, delivers and captures value, Osterwalder (2010)

6 The relationship between Business Model, Business Strategy, Business Organization and ICT Source: Osterwalder (2005)

7 Business Model Canvas Source: Osterwalder (2010)

8 The nine building blocks aggregated in four pillars Source: Authors elaboration from Osterwalder (2010)

9

10 http://www.youtube.com/watch?v=QoAOzMTLP5s http://modellidibusiness.wordpress.com/modellidibusiness.wordpress.com

11 Un esempio … Sconti massicci, in un determinato giorno, in una determinata città, sbloccati al raggiungimento di un numero minimo di utenti coinvolti Vantaggi del Business Model di Groupon: 1. alle aziende viene garantito un numero minimo di nuovi clienti e una buona dose di pubblicità, senza aprire il portafogli; 2. agli utenti vengono proposte incredibili offerte (fino all'80-90 %), senza spostarsi dalle proprie città; 3. a Groupon spetta il 50% di servizio/prodotto in offerta acquistato dagli utenti.

12 http://www.youtube.com/watch?v=7J-PHRNoc20www.youtube.com/watch?v=7J-PHRNoc20

13 3. What is the methodology adopted…? The Multiple Case Method Approach Source: Authors own work adapted from Pauwels and Matthyssens (2004)

14 …and the data collection process? February - March 2011 Secondary source: literature review, web browsing, library research, corporate materials, analyst reports, business journals; April 2011 Winter School on Emerging Nanotechnologies, from 28th March to 1 s April 2011 organized by the Grenoble Ecole de Management (GEM) in Pinsot (France). Research period at Grenoble (France), from 2nd to 16th April 2011 twenty interviews have been performed in person, in one-to-one sessions with key managers and CEOs belonging to the Grenoble nanotech cluster; May - July 2011 Interviews with STMicroelectronics managers in Catania (Italy); Integration and analysis of the data collected in light of the triangulation ; Application of the multiple case method by reporting the seven case studies

15 Nanotech Setting Grenoble Nanotech Cluster Catania Nanotech Cluster

16 Nanotech Firms by Target Applications (by Number of Firms) Source: SEMI (2007 )

17 Semiconductor firms activities Source: GSA – Global Semiconductor Alliance

18 TRADITIONAL MODEL one size fits all technology solutions BEFORE AND LATER 1980s NEW MODELS Design and manufacturing work in unison FROM MID 1980s High Integration Low Integration 4. What kind(s) of nanotech business models do we know and which ones have recently emerged?

19 The time arrow for business model changes in the semiconductor industry: IDM vs Fabless vs Foundry business model Source: Authors own work

20 Semiconductor firms business models and their relationships

21 . The fabless model is an attractive and popular option for many semiconductor companies. By adopting a fabless business strategy, a company can focus time and resources on the design of innovative integrated circuits, while avoiding the high cost of building, operating, and upgrading a manufacturing facility Pure-play semiconductor foundry is a company that does not offer a significant amount of IC products of its own design, but instead operates semiconductor fabrication plants focused on producing ICs for other companies. Companies create their own designs and pay the foundry to manufacture the chips.

22 Source: IC Insights, USA

23 Source: IC Insights, Strategic Reviews Database

24 Source: IC Insights, company reports

25 Source: IC Insights, USA

26 IDM FABLESS HYBRID/FABLITE OEM END USER 5. What are the nanotech business models? FOUNDRY 1. Nanotech Business Model 2. Nanotech Business Model 3. Nanotech Business Model FABLESSFOUNDRY 4. Nanotech Business Model TESTHOUSE PACKAGINGHOUSEASSEMBLYHOUSE FOUNDRY

27 FABLESSFOUNDRY 5. Nanotech Business Model IDM 1 OEM 6. Nanotech Business Model IDM 1 IDM 2 FABLESSFOUNDRY IDM 5 IDM 6 IDM 3 IDM 4 1 END USER

28 The Seven Business Case Studies IDMFABLESSDESIGN HOUSE TEST HOUSE FOUNDRY STMicroelectronics ST- Ericsson Dolphin Integration Presto Engineering Tronics Microsystems MoveaPyxalis

29 STMicroelectronics business model Source: Based on authors interviews with Christophe Bernard and Andre Judge (ST Grenoble Site), Maurizio Cairone, Manlio La Duca and Daria Puccia (St Catania Site)

30 Pyxalis business model Source : Interview with Philippe Rommeveaux – Grenoble, 12/04/2011

31 Conclusions Advent of Nanotechnology Increased Costs More complexity Miniaturization Process Disintegration of the Semiconductors Value Chain From one high integrated nanotech business model to many high disintegrated nanotech business models From large to small nanotech firms

32 THANK YOU


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