In last section of my article series, I am going to designate timing of strategy application and select technology acquisition method for Vestas. Timing of Strategy Application:
Vestas’ strategy can be defined as primarily aggressive and seconderely opportunist strategy. It is an aggressive strategy because Vestas want any innovation on market depend on them as a leader company on innovation. It is an opportunist strategy because while they are innovating technologies, they are also finding the gap, the niche in the market and fill this gap relatively by the technology they innovated.
1) Aggressive Strategy |
2) Opportunist Strategy |
Vestas Strategic Preference Model
The reason why I did not stated their strategy as defensive because the demand is higher then the supply, so there no need to go for defensive strategy. Apart from that they do not immitate technology like Chinese manufacturers, they develop technologies in their own R&D facilities. On the other hand, they do not follow dependent strategy because they other not dependent to any other company for as they have many supplier ve transporter alternatives.
Selection of Technology Acquisition Method
As it is stated above Vestas is going to work in current and familiar markets where technologies adapted ranges from current to new (current, familiar, new). According to this information Technology acquiring methods that Vestas can use is shown as blue in Technology Acquisition Methods Avaliable for Vestas diagram.
Internal development is a long very hard process. It is also costly, riskly and it also takes considerable amount of time. In Vestas’ current organizational level there is no need for internal development.
As it is stated before, demand is higher than supply, so if there is any company available, Vestas can buy this company for it has enough capital to buy. Integration process takes a long time but worth for capacity increase and technology integration.
As a general structure of sector, manufacturer do not sell licences to be able to be competitive in growing market. But there is an another option for licencing which can be got from aeronautical sector concerning technologies about aerodynamics. Boeing and some other companies sell licences to wind turbine manufacturer about key innovations related with aerodynamics.
As it is stated before, Danish goverment encourages wind turbine manufacturers work with universities by providing some certain advantages. So, Vestas is generally working with universities in Denmark. On the other hand, they are working with some research centers in some certain quality issues. By the help of these researches, they have a chance to obtain theorical knowledge. On the other hand, there two orgazinations that Vestas is a member of, which are European Wind Energy Association and Danish Wind Power. So innovation network and research consortium is another mean for technology acquisition.
As a result of sector structure, it does not seem to be possible to acquire technology through venture capital. Manufacturers directly buys licences for new ideas.
For the center of technology is Vestas’ R&D facilities, it can be said that there is an internal training process in Vestas. New employers are sent to R&D center as a part of orientation program and get required knowledge about technologies advanced in this center.
Through out this technology strategy designating process concerning position approach; models, terms and processes are pointed out.
A.Yigit NEPHAN
10.03.2010
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