Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Eine Plattform für die Wissenschaft: Bauingenieurwesen, Architektur und Urbanistik
Competitive Strategy for Entering Wind Turbine Manufacturing Industry
The purpose of this thesis is to explore, how it is best to enter to the wind turbine manufacturingindustry and suggest a competitive strategy for that purpose.The thesis follows Michael E. Porter's Competitive Strategy framework. The market is analyzed using data and scenarios from World Energy Council, Global Wind Energy Council and European Wind Energy Association. As competitors, European-based wind turbine manufacturers belonging by their market share to Global Top 10 are analyzed. A five-point competitive strategy is drafted.Technological innovations and business model improvements are not analyzed in this thesis.The result of competitive strategy research performed in this thesis is, that a window to enter to wind turbine manufacturing industry is embedded into the process of establishing a new experience curve. The new experience curve is based on direct drive wind turbine concept. The thesis suggests that the market to enter the industry is European onshore wind turbine market.A major barrier entering the industry is well established relationships between old wind turbine manufacturers and customers whereas the newcomers lack of sufficient references. A strategy to hurdle the barrier is acquiring the references by forward integration. Therefore, to enter to the market, wind turbine company should own its own wind park as a base of references and new product testing. As wind parks product, electricity is a commodity and sold on a commodities market, the forward integration does not need major extra know how.Core competences for the emerging company include product engineering and quality management.
Competitive Strategy for Entering Wind Turbine Manufacturing Industry
The purpose of this thesis is to explore, how it is best to enter to the wind turbine manufacturingindustry and suggest a competitive strategy for that purpose.The thesis follows Michael E. Porter's Competitive Strategy framework. The market is analyzed using data and scenarios from World Energy Council, Global Wind Energy Council and European Wind Energy Association. As competitors, European-based wind turbine manufacturers belonging by their market share to Global Top 10 are analyzed. A five-point competitive strategy is drafted.Technological innovations and business model improvements are not analyzed in this thesis.The result of competitive strategy research performed in this thesis is, that a window to enter to wind turbine manufacturing industry is embedded into the process of establishing a new experience curve. The new experience curve is based on direct drive wind turbine concept. The thesis suggests that the market to enter the industry is European onshore wind turbine market.A major barrier entering the industry is well established relationships between old wind turbine manufacturers and customers whereas the newcomers lack of sufficient references. A strategy to hurdle the barrier is acquiring the references by forward integration. Therefore, to enter to the market, wind turbine company should own its own wind park as a base of references and new product testing. As wind parks product, electricity is a commodity and sold on a commodities market, the forward integration does not need major extra know how.Core competences for the emerging company include product engineering and quality management.
Competitive Strategy for Entering Wind Turbine Manufacturing Industry
KAUTS, MAREK-ANDRES (Autor:in)
01.01.2015
Hochschulschrift
Elektronische Ressource
Englisch
DDC:
690
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