roadmap to the future – a tool for smes’ business success 2013/presentations/roadmap to... ·...

Roadmap to the Future – a Tool for SMEs’ Business Success

Tarja Meristö & Jukka Laitinen

FuturesLab CoFi, Laurea University of Applied Sciences

METNET Workshop, 13th March 2013, Vilnius, Lithuania

ROCKET

Definitions

Futures Research: multidisciplinary approach using objective and intuitive information when forming alternative futures paths and focusing on critical issues concerning possible or probable future conditions.

Scenario Approach: systematic and practical way to bring futures research into the strategic planning and the company’s tool box more broadly, too

Roadmap: a structure for presenting a route to the future by using the map metaphor; consists of drivers, needs, enablers and solutions in the course of time

Navigation Mark: an indicator showing the real development path compared to the expected in the specific scenario and time frame.

© Tarja Meristö & Jukka Laitinen 2013

Network-based Model – a Framework for SMEs’ Business Success

Recommendations for companies:

• exploring customer needs

• exploring new markets

Companies Universities

SMEs Large companies including customers

Other branches - B-to-B customers - benchmarking

Financing companies

Development organisations

Chamber of Commerce

The Federation of Technology Industries

Universities

Universities of Applied Sciences

International universites

Corporate Development Ltd

Finance Ltd. Yrittäjät ry

Entrepreneurial Associations

Foresight Anticipation

Networking Innovation

Research Institutions

Other education providers

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• creating competitive edge

• exploiting innovation opportunities


Critical Questions for the Future are e.g.

1. What are the general drivers for business success and growth?

2. What are the future needs of the customers and where are the markets?

3. How can we get there (enablers)?

4. What are the alternative solutions and concepts for those specific purposes?


Roadmap as a structural framework for SMEs’ internationalisation process

Solutions Enablers Market Needs General Drivers

e.g. Driver (D1) can be ”limited home market”, then looking for growth from a new market and its segments (M2). After that a firm has to find e.g. local partners and new standards (enablers E2, E3) and finally, to develop suitable solutions to that specific goal e.g. joint venture (S5)

D1 D2 D3 D4

M1 M2 M3 M4

E1 E2 E3 E4 E5

S1 S2 S3 S4 S5 S6

As an example, an SME’s roadmap from Western Uusimaa, Finland

1st step Vision & goals ”Why to international market?”

2nd step Opportunity analysis in international market

3rd step Strategic plans for the inter-nationalization

4th step Action plan for the inter- nationalization

5th step Practical operations

6th step Follow-up

what?

where?

why?

future prospectives?

vision

general PESTE

analysis

market analysis

competition analysis

corporate analysis

international operation

forms

enablers

barriers

core compe-tences

country

segments

market channels

marketing &

communi-cation

price policy

production

recruiting

goal measure-

ment

assumption follow-up

future plans

Adapted from Kaukojärvi & Palenius (2012)

More detailed roadmap, an example of the 1st step: Vision and goals

What?

Where?

Why?

Future perspectives

product group selection

focus market/ country

growth from new market

time frame

indicators

specific product _______ other product? ________

Nordic countries Russia

Rest of Europe Other parts of the World? ____

new sectors in domestic markets

new market in foreign countries

< 5 years > 10 years

5-10 years other? __________

GNP growth segment growth other? __________

trade growth competitor behaviour


More detailed roadmap, an example of the 2nd step: Opportunity analysis 1

general PESTE

analysis

political

economic

social

technological

ecological

legislation taxation other __________

political stability and crime international agreements, EU

economic trends potential financial crises restrictions, subsidies

economic indicators unemployment inflation other

values consumer behaviour demographics

education level and social structure other__________

level of information technology and communication tools other ________

level of technological development

general climate issues pollution

level of infrastructure green values


More detailed roadmap, an example of the 2nd step: Opportunity analysis 2

market analysis

structure of the target

market

future trends

wishes and expectations

distribution channels

target market compared to

current market

smaller the same as the current 2 x current market

5x current market 10 x current market

monopoly duopoly

fragmented other ________

demand stable varying

outcome easiness other______

image contacts

ahead of the competition even

behind competitors there is no competition in the target market

position in the target

market

supply stable varying

B-to-P B-to-B

B-to-C other

As an example, an SME’s roadmap from Western Uusimaa, Finland

1st step Vision & goals ”Why to international market?”

2nd step Opportunity analysis in international market

3rd step Strategic plans for the inter-nationalization

4th step Action plan for the inter- nationalization

5th step Practical operations

6th step Follow-up

what?

where?

why?

future prospectives?

vision

general PESTE

analysis

market analysis

competition analysis

corporate analysis

international operation

forms

enablers

barriers

core compe-tences

country

segments

market channels

marketing &

communi-cation

price policy

production

recruiting

goal measure-

ment

assumption follow-up

future plans

Adapted from Kaukojärvi & Palenius (2012)

Roadmap in use: benefits for a company

- systematic, simple way to check all critical factors on the road towards the future

- combines general development, market and customer perspectives, technology and competitive environment to an understandable holistic picture

- helps in timing, “what if” questioning, and in flexibility estimating

- can be applied for different purposes: e.g. internationalisation, research & development, human resource management, building networks

- helps in the follow-up process


Further development perspectives

- time frame divided in different periods (short, medium, long term) and opportunities for radical innovations on the road towards internationalization

- supporting business intelligence programs and data in open network important. SMEs not necessarily having information services of their own

- continuous process rather than a project – attitude open minded!

- could be a simulating game to learn more this culture and broaden the view of the customer, too


Literature

Kaukojärvi, T. & Palenius, T. 2012. Pk-yrityksen tiekartta kansainvälistyville markkinoille. Laurea Lohja.

Laitinen, J., Meristö, T. & Manninen, A. 2012. Combining regional foresight systems to SMEs’ innovation process model. In: The Proceedings of The XXIII ISPIM Conference 2012 Barcelona, Spain - 17-20 June 2012.

Manninen, A., Laitinen, J. & Meristö, T. 2011. How to Support Innovation Process of SMEs in Metals Industry and Mechanical Engineering. Teoksessa: The Proceeding of 6th European Conference for Innovation and Entrepereneurship, ECIE 2011, Aberdeen 15-16 September.

Manninen, A., Meristö T. & Laitinen, J. 2012. Regional FutureWatch – a Framework to Renew SMEs´ Competitive Advantage for the Future. 5th International Confrence for Entrepreneurship Innovation and Regional developmentt ICEIRD 2012, Sofia 1-2 June.

Manninen, A., Meristö, T. & Laitinen, J. 2012. Transforming Safety and Security Field - Future Competence. Proceedings of the METNET Seminar 2012 in Izmir : Metnet Annual Seminar in Izmir, Turkey, on 10 – 11 October 2012.

Meristö, T., Laitinen, J. & Tuohimaa, H. 2012. Scenario Filter Model as an Innovation Catalyst. The Proceedings of the 5th ISPIM Innovation Symposium, Seoul, Korea - 9-12 December 2012. ISBN 978-952-265-317-8.

Pillon, R., Battistella, C. & De Toni, A. 2012. Technology Roadmapping for SMEs: an Action-Research in Area Science Park. In: The Proceedings of The XXIII ISPIM Conference 2012 Barcelona, Spain - 17-20 June 2012.


Thank you!

About Laurea • a research group with focus on futures research, foresight and scenario approach

• founded in 1999

• The main research areas are

– Citizens’ wellbeing

– Living in a sustainable community

– Metal and machine industry in global competition

– Sustainable business practices & business models

– Future skills and competences

[email protected] [email protected]

www.laurea.fi/en/cofi

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