the globalization asia of corporate...
TRANSCRIPT
Vital Wave Consulting Field Teams
Latin AmericaArgentinaBrazilChileCosta RicaDominican RepublicMexicoPeru
AsiaIndiaChinaCambodia
Eastern EuropeEstoniaUzbekistanUkraine
AfricaEgyptSouth AfricaNigeriaKenya
Middle EastUnited Arab Emirates
United StatesCalifornia (Headquarters)
The Globalization of Corporate R&D
Changing Patterns of R&D Location, Determinants, and Developing Countries
May 13, 2010
Joe FalitResearch Associate
© 2010 Vital Wave ConsultingTM
Proprietary and Confidential: Do not copy or distribute.
Agenda
Background
Key Trend
Evidence of Internationalization
Drivers of Internationalization
Case Study - General Electric
Final Remarks
Q&A
1
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Determining the Causes
• Secondary research on firm-level surveys
• Review of scholarly work and • Third-party reports• Case Study - General Electric (GE)
2
Approach
The Issue - Corporate R&D site location decisions
Reviewing the Evidence for R&D Internationalization
• Analyze changes and patterns of R&D FDI
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8.5
0.1
3.1
0.20.8
14.8
10.2
0.6
3.2
0.1
3.7
18.2
0
10
20
Canada EU Eastern Europe
Latin America Africa Middle East Asia-Pacific
1995 2005
Key Trend
R&D work is increasingly performed by emerging markets, and East Asia is the main beneficiary
Source: OECD
R&D Expenditure of Affiliates of US Parent Companies Abroad by Country or Zone of Destination
70.4
61.0
3
%
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Europe Still Receives Most US R&D DollarsR&D Expenditure of US Foreign Affiliates by Region: 2007
Source: U.S. Bureau of Economic Analysis
Rest of Latin America Brazil
Middle East
Africa
Rest of Europe
United Kingdom
Germany
Rest of Asiaand Pacific
Japan
China
4
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US Corporate R&D is Moving Abroad
Between 1994 and 2004:• R&D spent by US corporate parents increased 166%, while R&D spent on US MOFAs increased 231%• US MOFAs increased their share of total R&D spending from 11.5% to 15.3%
Source: U.S. Bureau of Economic Analysis
0
5
10
15
20
25
30
94 95 96 97 98 99 00 01 02 03 04
MOFAsUS$
Bill
ions
R&D Performed by US Foreign Affiliates: 1994–2004
5
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US R&D Flowing Towards the Developing WorldR&D Expenditure of US Foreign Affiliates by Region: 1995-2005*
R&D - Relative Gainers and Losers
Gainer
Looser
* Figures represent percentage point change in proportion of global, corporate R&D expenditures for given regions between 1995 and 2005
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1.7
0.5
2.44.0
3.4
2.9
0.1
0.5
0.1
0.5
9.4
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A Few Developed-Country GainersEmerging Markets Have Seen Most but not All Growth
Between 1995 and 2005, U.S. foreign affiliates in Israel increased their share of total R&D expenditures from 1% to 4%
South Korea & Taiwan - R&D investment mostly from internal sources
Sweden & Finland - continue to be most R&D intensive countries in EU
7
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China and India - Competing for R&D DollarsIndian English Language Abilities Provide a Competitive Edge
India China
Number of Science & Engineering (S&E) Higher Education Degrees Produced Annually
60,000 75,000
Number of Companies on the Fortune 500 List with R&D Facilities in Country
63 98
Strength of English Language Skills Possessed by the S&E Workforce
Moderate / Strong
Poor / Moderate
8
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Corporate R&D spending in the developing world is driven by strong economic growth in these markets and their growing pools of highly skilled labor
• India is now arguably the most attractive overseas R&D location
• In terms of the quality and availability of human capital, India, China, and Brazil can compete with developed countriesSource: The Economist, 4/17/2010
Source: The Economist, 4/17/2010
Talent & GDP Growth in Emerging World Fuels R&D
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Drivers of R&D InternationalizationTwo Primary Types of R&D Sites
Product Development
Purpose: Bring product to local market
Demand-orientedmotivations for site location
Purpose:Augment knowledge base of parent corporation
Supply-oriented motivations for site location
Basic Research
10
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Product Development Basic Research
Availability of Local Talent is Key DriverCost Reduction & IP Right Considerations are Less Important
Proximity to customers
Cooperation with local partners
Proximity to top R&D talent
Proximity to top R&D talent
Agglomeration of resources
Secondary FactorsCost reductionIP right considerations
11
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Case Study: General Electric (GE)Background
Developing Country R&D Sites
$3 billion between its Global Research division and business units
Spending on R&D (2008)
India - Bangalore China - Shanghai Brazil - To be established in 2010
GE is an American-incorporated multinational corporation, with revenues exceeding $180 billion, that produces a diversified set of technology products and services
12
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Reasons for Site Location
Unique & Profitable Innovations
• Vscan Compact Ultrasound• Mac 400 ECG• H80 Turboprop Jet Engine
• “Customer connectivity”• “World’s best talent”• “Reverse innovation”
Sources: GE Healthcare
Case Study: General Electric (GE)The Importance of Reverse Innovation
In 2008, six years following the launch of GE’s portable ultrasound, the product line was a $278 million business growing 50 to 60 percent annually
Source: BusinessWeek
13
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Grant More Autonomy and Decision-Making Capabilities• Delegate P&L responsibilities
• Access to upper-level management at HQ
Concentrate on Low-Cost Innovations• Expand customer base - narrow margins to gain volume
• Creativity not adaptation - build products from the ground up
• Reverse innovation
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Case Study: General Electric (GE)Lessons on the Management of Foreign R&D Sites
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Final Remarks
Emerging Markets Becoming Competitive with First World
Developing Countries Important Consumer Base
Globally Dispersed Talent
• Reverse migration & improved domestic education
Important Nontraditional Motivations for Internationalization
Defensive R&D
• GE and Chinese power-generation companies in Africa
Reverse Innovation
• GE Vscan Compact Ultrasound & Mac 400 ECG
Diversity of Perspective
15
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Report and presentation available soon at:http://www.vitalwaveconsulting.com/insights/articles-presentations.htm
For more information, email [email protected]
The Globalization of Corporate R&D
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