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Group Project developed for the Fundamentals of Innovation and Technical Change during my Master of Science. It is a research and analysis of the telecommunication equipment sector, especially in terms of innovation (patents, R&D expenditures and other indexes)
Group Project developed for the Fundamentals of Innovation and Technical Change during my Master of Science. It is a research and analysis of the telecommunication equipment sector, especially in terms of innovation (patents, R&D expenditures and other indexes)
Group Project developed for the Fundamentals of Innovation and Technical Change during my Master of Science. It is a research and analysis of the telecommunication equipment sector, especially in terms of innovation (patents, R&D expenditures and other indexes)
the manufacture and exports of telecom equipments?
Objectives
1) Show that China is the leader in the telecommunication sector
2) Understand how China became the industry leader
3) Support our thesis with a case study: Hauwei
China Is China the leader in the telecommunication equipment market? 1st Part: China The new leader in the Telecommunication equipment sector
Brief recap of the chinese economic growth Empirical evidence Focus on the telecommunication equipment manufactures Different ways to evaluate the leadership in the telecomunication equipment sector: R&D, Patents, Exports Export data of China vs World China vs Brics (Brasil, Russia, India, South Africa) China vs developed countries (i.e. U.S. )
Chinese economic growth From a very poor, stagnant, centrally controlled, vastly inefficient and isolated economy To foreign trade, investment and the implementation of free market reforms (1979) In recent years, China has emerged as a major global economic and trade power: it is currently the worlds second-largest economy, largest merchandise exporter, second-largest merchandise importer, largest manufacturer. With the global economic crisis that began in 2008 Chinas exports and imports declined, GDP growth slowed, and unemployment increased. But the government policies enabled to weather the effects of the sharp global fall in demand for Chinese products, while several of the worlds leading economies experienced negative or stagnant economic growth. From 2008 to 2012, Chinas real GDP growth averaged 9.2%. Some economists forecast that China will overtake the United States as the worlds largest economy within a few years. China GDP Telecom Equipment Telecommunications Equipment is hardware used for the purposes of telecommunications (telephone, data, radio and TV broadcast, and wirless communications networks. In particular, the industry produces transmitters and receivers (including satellites), signal boosters, signal processors, connecting devices, power supplies, switches and phones Profitability for individual companies is linked to technical innovation and the ability to secure high-volume contracts from large customers. There are large economies of scale in manufacturing standard products, but many products are specialized and produced in small manufacturing plants. The industry is highly concentrated(i.e. in US, the 50 largest companies generate about 80% of revenue) Measuring the Leadership Nowadays, the largest Telecommunication Equipment Manufacturers (TEM) could be found in many different countries, from the U.S. to Japan and South Korea, from Europe to China.
In order to find out which country is the leader in Telecommunications Equipment Manufacturing, it is possible to consider different measuring indicators: o R&D investment o Number of Patents o Total Exports R&D investment PROs CONs
Detailed subclassifications that are available in many countries Data classified into sector of performance Long period over which data has been collected Good harmonization across countries
May be difficult to measure, since some of the innovation activities are not reflected in accounting procedures of firms It is about input only Often taken as aggregate data (no disaggregation process take place) Number of Patents PROs CONs
Detailed information about new technologies Public Record (continuous) Data collected with a detailed and slow-to-change classification system Very long history Data is freely available They permit the analysis of spillovers of knowledge and of patent values
Inventions are not always innovations (no economical success) Some types of technologies and innovations are not patentable Affected by strategic behavior: using patents to prevent competitors patenting and using it Total Exports PROs CONs
Exports are public and industry-specific
Exports take into account the global competitiveness and, in general, the globalization issue.
Is not easy to separate assembling from actual producers For these reasons, total exports is considered the best indicator to measure the World leadership in Telecommunications Equipment manufacturing. 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00 180.00 200.00 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 T R A D E
V A L U E
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CHINA Exports: China vs World Period Trade Value (bln $) 1992 1,35 1997 5,63 2002 20,10 2007 102,79 2012 182,88 0.00 1.00 2.00 3.00 4.00 5.00 6.00 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 T R A D E
V A L U E
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BRAZIL RUSSIA SOUTH AFRICA INDIA Exports: China vs Brics 0.00 1.00 2.00 3.00 4.00 5.00 6.00 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 T R A D E
V A L U E
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BRAZIL RUSSIA SOUTH AFRICA INDIA Exports: China vs Brics 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00 180.00 200.00 1 9 9 2 1 9 9 4 1 9 9 6 1 9 9 8 2 0 0 0 2 0 0 2 2 0 0 4 2 0 0 6 2 0 0 8 2 0 1 0 2 0 1 2 T R A D E
V A L U E
( B i l l i o n
D o l l a r s )
CHINA INDIA BRAZIL RUSSIA SOUTH AFRICA Exports: China vs U.S. 0.00 20.00 40.00 60.00 80.00 100.00 120.00 140.00 160.00 180.00 200.00 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 T R A D E
V A L U E
( B i l l i o n
D o l l a r s )
USA CHINA Conclusion As an evidence from the data collected, the chinese exponential growth in telecom equipment exports has established China as the world leader for the industry, above the other developing countries and overcoming U.S. China How did this country become a world leader in the manufacturing and export of telecom equipment?
2nd part How did China become the leader?
Brief history of the telecommunication sector in China SSI model Three main actors in the market: Chinese government, MNCs, Chinese companies and the relationship between them Xingwang Industrial Park cluster Internal innovation Hauwei case brief history of the company company data (e.g. revenues, market share) company strategy
Brief history of the telecommunication sector in China (1)
the telecomunnication administration system was established after the foundation of the Peoples Republic considered instrument of the government control and national defence
1978 : the open door policy allowed China to open to foreign business even if telecommunication sector still remained under the tight control of the government
until 1990 : telecom remained underdeveloped
BUT
Brief history of the telecommunication sector in China (2)
The Government started to approach actively multinational suppliers for technology transfer and JVs negotiations
1984 Shanghai Bell Telephone Equipment manufacturing corporation 1988 JV between Siemens in Germany and a factory owned by the Ministry of Electronics Industry to establish a company called BISC
As a result, the involvement of FDI had transformed the chinese market from the one dominated by direct imported goods to a JV dominated one
Brief history of the telecommunication sector in China (3)
1997 : China telecom was listed in Hong Kong to capture foreign investment 1998 : new round of reform started by the State Council in order to mantain discipline in the market 1999-2002 : Chinese telecom divided in 4 state-own major players China Mobile, China Unicom, China Telecom, China Netcom (nowadays privatized)
2000s : China big-jump thanks to the new policies, China started to deploy the latest technology (fiber- optic) instead of going step-by-step through the previous ones Leapfrogging strategy
SSI Model ( sectoral system of innovation )
Revised by Malerba (2006) He finds that the same success or failure factors of countries are also the base of the emergence and growth of a sector in a country these factors are the key building blocks of the theoretical concept of the SSI
SSI Model
3 main blocks 1. technologies and arranging access to foreign knowledge 2. Demand conditions 3. Actors
1. Technologies and arranging access to foreign knowledge
Initial access was arranged via JV government with strong bargaining power.
3 organizations responsible for the indigenous development of digital switches: the Center for Information Technology (CIT), the Post and Telecommunications Iindustrial Corporation (PTIC), the Luoyang Telephone Equipment Factory (LTEF).
The later development obtained by knowledge diffusion via inter- firm mobility of skilled engineers. 2. Demand condition
China is not only huge but is also segmented
Two different market in China: one similar to developed countries and the other more often found in underdeveloped countries
Thus demand for telecommunication services from inland districts or rural areas are different from those of large cities.
3. Actors Expansion and upgrading in telecommunications infrastructure and capabilities resulted from dynamic and complex interactions between 3 players: 1. The Chinese government 2. Multinational corporations 3. Chinas indigenous industry
Chinese Government
Shift from a central-planned economy to a market one Change of ideology Understood that investment and technology from foreign multinational corporations were critical in helping China achieve its goals
Multinational Corporations Chinas enormous market size, low cost labour and some R&D projects have attracted nearly all of the major telecommunications manufacturers in the world Multinational corp. brought theirs R&D centers in China Entry decision in Chinese market was driven by profits Forced to transfer technologies directly or indirectly by Chinas government policies and market competition from other global and local partners
How did Knowledge Get Transferred?
MNCs were forced to comply if they wanted entrance in the market Joint venture with local partners Sale of licenses and know-how Local sourcing Set-up of local R&D Set-up their sole-owned subsidiaries Some could ignore Chinas request for technology transfer thanks to absolute domination in the world market ex. Cisco
Indigenous Manufacturers
They were all newly established after 1978 They spend a significant portion, often over 10%, of their revenues on R&D activities They are sponsored by Chinas research institutes They were facilitated by market size and rapidly growing demand
Dynamic Adding-and-Dropping Model Catch-up Imitation Reverse Engineering Internal R&D access to local talent, information and connections to local markets External R&D access to cutting-edge technology and talent (ex. Huawei, in India, Silicon Valley, U.S.) Catch-up: advantages By conducting overall system design and assembly, marketing and sales while outsourcing some core technologies (ex. ASICs) to multinational corporations, indigenous manufacturers are able to roll out their own products at a fast pace comparable to multinational competitors. Many components may be manufactured by other MNCs that arent necessarily direct competitors Political environment favorable towards tech transfer between China and other nations
Xingwang Industrial Park Nokia-Capitel formed this cluster in 2005 Beijing Capitel Nokia Mobile Telecommunications Ltd. (Nokia-Capitel), is a 5050 joint venture company established in 1995 between Nokia and the China Putian Beijing Capitel Co. Ltd. Built within the Beijing Economic and Technological Development Area (BDA) Example of collaboration between MNCs and Chinese government
How did the Government Help? Grant of tax privileges to members of the cluster For example, they did not have to pay the acquisition and rent costs related to the land they were using. Privileged access to BDAs troubleshooting services Faster procedures in the import of parts and materials and exports of the finished product Closeness of the cluster to the capital meant it received more attention from state officials Guaranteed more transparency to application of laws Results Nokia-Capitels cluster became the most important within the BDA Accounted for 38% of the areas total sales. Nokia-Capitel became Beijings leading exporter (one- fth of the total export by foreign rms in Beijing in 2003) and top tax contributor (about RMB1.08 billion or US$0.13 billion in 2004) The fact that this was a joint venture meant that a lot of technology transfer occurred in favor of the Chinese Huawei case
Huawei Huawei is a Chinese multinational networking and telecommunications equipment and services company It was founded in 1987, headquartered in Shenzen, China Huawei is the largest telecommunications equipment maker in the world
Huawei data Huawei data
0 50000 100000 150000 200000 250000 2008 2009 2010 2011 2012 C N Y
m l n
Period HUAWEI Revenue REVENUE Huawei & innovation Huawei has over 140,000 employees, 46% of whom are engaged in R&D It has 20 R&D institutes in countries all over the world (including China, US, Germany, India, Sweden) 2012: Huawei's R&D expenses accounting for 13.7% of the company's annual revenue = US$ 4.94 billion Over the last decade, R&D expenditure was more than US$ 21.34 billion
Huawei & innovation As of December 31, 2012, Huawei had filed
41,948 patent applications in China,
12,453 under the Patent Cooperation Treaty (PCT), and 14,494 outside China.
Among these applications, 30,240 patents have been granted. Huawei strategy How did Huawei manage to gain the leadership? According to Xudong Gao and Weiqing Gao Innovation capabilities and the rise of telecom equipment firms in China, the key factors consist in developing innovation capability and proprietary technologies. Four main action Huawei strategy First action: taking the risk to invest in R&D
Ren Zhengfei, Huawei CEO: There are risks in innovation, but you should not stop doing innovation because of risks. If you do not take risks, you would have to follow the leaders, and have to be a second class or third class firm. Huawei goal is not profit maximization but it is improving the firm's core competency Huawei strategy Second Action: developing close collaboration with the knowledge frontier
Evidence from the R&D laboratories spread all over the world Huawei strategy Third action: concentrating R&D in limited areas
Huawei used all its resources in the development of one product or technology at one time to make sure that it will be successful in this product or technology Huawei invested almost all its profit in the early days of its operation and developed HJD48, a PBX switch, in 1992 Following the same principle, in 1995, Huawei developed the C&C08, a large-scale office switch that was a breakthrough product Huawei strategy Fourth action: hiring and keeping a lot of talented people Huawei belives that human capital is much more important than financial capital Policies and practices to keep talented people: 1) Capability-based fast promotion 2) Create an attractive work environment for the employees 3) Offer high salary and stock options Thank you for your attention!