Small Firm Internationalisation and International Entrepreneurship Editors: Emin Akçaoğlu & Rainer Wehner İstanbul, 24 - 25 September 2020 Small Firm Internationalisation and International Entrepreneurship Editors: Emin Akçaoğlu & Rainer Wehner Würzburg International Business Forum International Business Conference 2020 Conference Proceedings Istanbul, 24 - 25 September 2020 Conference Proceedings Würzburg International Business Forum International Business Conference 2020 (WIBF@Beykent) Small Firm Internationalisation and International Entrepreneurship Istanbul, 24 - 25 September 2020 Editors: Emin Akçaoğlu & Rainer Wehner Würzburg International Business Forum (2020) The 3rd International Business Conference Proceedings: Small Firm Internationalisation and International Entrepreneurship Istanbul, Turkey. 122 pp (including the cover pages). Editors: Emin Akçaoğlu & Rainer Wehner Conference web site design: Dominik Winkler Conference logo design: Magdelena Ulsamer Creative Director: Sema Özevin (Book cover design) Transcriptions: Barış Batuhan Geçit & Korhan Kaptanoğlu Würzburg International Business Forum’s website: http://wibf.fhws.de/ © 2020 Beykent University For the electronic copy: Reproduction of this electronic publication for noncommercial purposes is authorized provided that the source is fully acknowledged. For the printed copy: All print publication rights of this book are reserved. It cannot be reproduced, published or distributed fully or partly in print without the permission of the publisher; except for short quotations for promotional purposes, provided that the source is fully acknowledged. The views expressed in this publication do not necessarily reflect those of Beykent University or the University of the Applied Sciences Würzburg-Schweinfurt (FHWS). Beykent University Publications Publication No.: 151 e-ISBN: 978-975-6319-52-9 ISBN: 978-975-6319-53-6 Beykent University Ayazağa, Hadım Koruyolu Cd. No:19 34398 Sarıyer, Istanbul, Turkey Contents Keynote Speakers International Advisory Board Organisation Committee Foreword Opening Speeches (Transcription) Rainer Wehner Ali Murat Ferman Robert Grebner Markus Besenbeck Erdogan Taşkın Emin Akçaoğlu 1 5 Keynote Speeches (Transcription) Bargaining Power, Political Institutions, and Legitimacy Perspectives in the Multinational-Government Relationship: Lessons and Research Opportunities for SMEs Alfredo Jiménez 13 A Living Business Model – Your Digital Twin Kim Warren 17 Proceedings of Plenary Session I Sharing economy: Users’ motivations from the sustainable development perspective Olga Saginova, Zhanna Musatova & Yuri Saginov 25 Entrepreneurial Culture in India: A Comparison with the BRICS Economies Sunayana & Rakhshanda Parveen 29 How Growth Intention Relate with Political Skill for Female Entrepreneurs in Turkey? An Implementation of Moderator Analysis Tutku Tuncalı Yaman & Gülgönül Bozoğlu Batı 35 The Effect of Digitalization on Food Purchasing Preferences: A Study on the Impact of the COVID-19 Pandemic Gökçe Öztürk & Burak Öçlü 43 Proceedings of Plenary Session II International Trade and Export Credit Insurance Banu Erkök 49 International New Ventures as Integrators Erik S. Rasmussen 55 Too Much Culturally Aware? When Intercultural Reconciliation Fails in Business: The Case of IKEA in Saudi Arabia Jérôme Dumetz, Valentina Zanolini & Caitlin Morgan 63 Deep Impact Lean Startups: Founders for Future start with deep impact! Harald Bolsinger & Bernd Hanheiser 69 Paper Presentation & Panel Meeting on Small Firm Internationalisation (Session in Turkish) Uluslararası Pazarlama Uygulamalarında Gerekli Beceri Düzeyleri Erdoğan Taşkın Panel Meeting (Transcription) C. Coşkun Küçüközmen Seçil Kaynak Gürhan Güven Mutlu Can Günel Erçin Şahin Erdoğan Taşkın Emin Akçaoğlu 83 91 Würzburg International Business Forum International Business Conference 2019 Keynote Speakers Alfredo Jiménez, KEDGE Business School, France Kim Warren, Strategy Dynamics Ltd, UK International Advisory Board Ilan Alon, Adger University, Norway Diederich Bakker, Hanze University of Applied Sciences, Groningen, The Netherlands Seçil Bayraktar, Toulouse Business School, France Harald J. Bolsinger, University of Applied Sciences WürzburgSchweinfurt, Germany Lourdes Casanova, Cornell University, US Hugh Dang, Ottawa United Learning Academy, Canada Alfredo Jiménez, KEDGE Business School, France Turgut Özkan, Doğuş University, Turkey Olga Saginova, Plekhanov Russian University of Economics, Russia Włodzimierz Sroka, WSB University, Poland Erdoğan Taşkın, Beykent University, Turkey Wlamir Xavier, Biola University, US Würzburg International Business Forum Permanent Organisation Committee Rainer Wehner, Head of Organisation Committee, University of Applied Sciences Würzburg-Schweinfurt, Germany Emin Akçaoğlu, Beykent University, Turkey Dominik Winkler, University of Applied Sciences Würzburg-Schweinfurt, Germany Markus Engert, University of Applied Sciences Würzburg-Schweinfurt, Germany Würzburg International Business Forum International Business Conference 2020 WIBF@Beykent Organisation Committee Rainer Wehner, University of Applied Sciences Würzburg-Schweinfurt, Germany Emin Akçaoğlu, Beykent University, Turkey Bekir Aşık, Beykent University, Turkey Markus Engert, University of Applied Sciences Würzburg-Schweinfurt, Germany Mine Fındıklı, Beykent University, Turkey Barış Batuhan Geçit, Beykent University, Turkey Turgut Özkan, Doğuş University, Turkey Selahattin Sarı, Beykent University, Turkey Dominik Winkler, University of Applied Sciences Würzburg-Schweinfurt, Germany Conference Scientific Council Emin Akçaoğlu, Beykent University, Turkey Vedat Akman, Beykent University, Turkey Ilan Alon, University of Agder, Norway Erkut Altındağ, Beykent University, Turkey Bekir Aşık, Beykent University, Turkey Diederich Bakker, Hanze University of Applied Sciences, Germany Seçil Bayraktar, Toulouse Business School, France Yüksel Bayraktar, Istanbul University, Turkey Stephanie Baumgarten, University of Applied Sciences WürzburgSchweinfurt, Germany Axel Bialek, University of Applied Sciences Würzburg-Schweinfurt, Germany Semra Birgün, Fenerbahçe University, Turkey Harald Bolsinger, University of Applied Sciences Würzburg-Schweinfurt, Germany Ahmet Alkan Çelik, Beykent University, Turkey Faik Çelik, Kocaeli University, Turkey Ethem Soner Çelikkol, Beykent University, Turkey Hakkı Çiftçi, Çukurova University, Turkey Hugh Dang, Ottawa United Learning Academy, Canada Mustafa Kemal Değer, Professor, Karadeniz Technical University, Turkey Ertuğrul Deliktaş, Kâtip Çelebi University, Turkey Recep Baki Deniz, Beykent University, Turkey Selçuk Emsen, Atatürk University, Turkey Oya Erdil, Gebze Teknoloji University, Turkey Cengiz Erol, Yaşar University, Turkey Özgür Ömer Ersin, Beykent University, Turkey Mine Afacan Fındıklı, Beykent University, Turkey Emine Ayşen Gencer, Beykent University, Turkey Cevat Gerni, Beykent University, Turkey Ayşe Günsel, Kocaeli University, Turkey Yıldız Y.Güzey, Beykent University, Turkey Gülay Selvi Hanişoğlu, Beykent University, Turkey Salih Zeki İmamoğlu, Gebze Teknoloji University, Turkey Hüseyin İnce, Gebze Teknoloji University, Turkey Alfredo Jiménez, KEDGE Business School, France Ömer Kalav, Beykent University, Turkey Muhittin Kaplan, Istanbul University, Turkey Kerem Karabulut, Atatürk University, Turkey Mehmet Baha Karan, Hacettepe University, Turkey Çiğdem Kaya, Arel University, Turkey Halim Kazan, Istanbul University, Turkey Celal Kepekçi, Beykent University, Turkey Halit Keskin, Yıldız Technical University, Turkey Manfred Kiesel, University of Applied Sciences Würzburg-Schweinfurt, Germany Yunus Kishalı, Beykent University, Turkey Cevdet Kızıl, Medeniyet University, Turkey Derman Küçükaltan, Izmir Kavram Vocational School, Turkey Cumhur Coşkun Küçüközmen, Izmir University of Economics, Turkey Nihat Küçüksavaş, Beykent University, Turkey Volkan Öngel, Beykent University Pınar Şenışık Özdabak, Doğuş University Turgut Özkan, Doğus University, Turkey Musa Pınar, Valparasio University, US Ali Pişkin, Doğuş University, Turkey Jaya Prakash Pradhan, Central University of Gujarat, India Cem Saatcioğlu, Istanbul University, Turkey Olga Saginova, Plekhanov Russian University of Economics, Russia Özlem Sanrı, Doğuş University, Turkey Selahattin Sarı, Beykent University, Turkey Halil Sarıaslan, Başkent University, Turkey Ahmet Güner Sayar, Beykent University, Turkey Sefer Şener, Istanbul University, Turkey Bahattin Sinsoysal, Doğuş University, Turkey Włodzimierz Sroka, WSB University in Dąbrowa Górnicza, Poland Mustafa Sundu, Beykent University, Turkey Türker Susmuş, Ege University, Turkey İpek Gürsel Tapki, Gebze Technical University, Turkey Erdoğan Taşkın, Beykent University, Turkey Erkan Taşkıran, Düzce University, Turkey Ahmet Ulusoy, Beykent University, Turkey Veysel Ulusoy, Yeditepe University, Turkey Kamil Uslu, Izmir Kavram Vocational School, Turkey Ayfer Ustabaş, Beykent University, Turkey Ülkü Uzunçarşılı, Beykent University, Turkey Rainer Wehner, University of Applied Sciences Würzburg-Schweinfurt, Germany Ahmet Yüksel, Beykent University, Turkey Cemal Yükselen, Beykent University, Turkey Wlamir Xavier, Biola University, US Cemal Zehir, Yıldız Technical University, Turkey Foreword Entrepreneurship, innovation and internationalisation are substantially interrelated. In an increasingly competitive world economy these are getting more importance. In 2000 at its Lizbon meeting, the European Council set the objective of making the European Union “the most competitive and dynamic knowledge-based economy in the world”. Entrepreneurship, innovation and internationalisation are essential ingredients of achieving such objectives as they are now three of the most important factors for growth and job creation in open market economies. grow the company size at all. But since the number of SMEs in any economy is overwhelming, they contribute substantially to GNPs and also to employment. Many of these firms are family owned. Corporate governance issues have interesting aspects in family owned-firms. The unification of ownership and management enables the top management to make opportunistic investments by relying on intuition. Therefore, such firms are more flexible in comparison with shareholders-owned and managerially-controlled firms to adapt to changing environments, to enter new markets or, to introduce new products. Perhaps because of this attribute, family firms do tend perform better in adverse economic conditions. With the beginning of the internet era, entrepreneurship in international scale has become easier. Many start-ups now aim the international market from their inception. In other words, the number of so called born globals is increasing very quickly. Therefore, international entrepreneurship has also become a significant concept in the business literature. Currently, many countries and international organisations focus on international entrepreneurship for job creation and economic growth. This is particularly important these days as the effects of the global economic crisis still have been present. SMEs are also very important in many countries (as well as in Germany where they play a critical role in forming a middle class society so called Mittelstand that is also the backbone of the German economy). On the other hand, it seems that SMEs in general (and also many German SMEs are reluctant to invest in foreign countries though export orientation historically has been the case). There may me various factual and psychological reasons behind this approach. However, increasing economic integration among nations forces companies to be involved in international business much more than earlier. In this line, foreign direct investment (FDI) has also become as Small companies (or small and medium sized enterprises [SMEs] in general) are entrepreneurial in their nature. SMEs are not always growth oriented individually. Many small business owners do not aim to 1 important as export business. In fact, FDI is currently has a pivotal role for international trade flows. At present two third of the world trade volume is under the control of multinational companies. Interestingly, multinational companies are not generally large or big companies as is supposed by many. They are rather smaller companies involved in FDI and other foreign operation modes such as international franchising, contract manufacturing, licencing etc.. Together with those internationalisation tendencies SME´s cannot resist against the progressive movement of digitalisation or Industry 4.0. For this reason and because of the fact that many small-sized multinationals are also family owned corporations, it seems that internationalisation is now not an option but a must for nearly all companies; small or big. firm internationalisation, and also on activities small multinational companies. The conference has already established itself as a global forum aiming at assessing the impact of, and generating discussion regarding, these recent developments in order to reach a deeper understanding of the evident opportunities, risks, and outcomes. The main themes of the conference are social and economic outcomes of foreign investments by small multinational enterprises; internationalisation of small firms and international entrepreneurship; how these outcomes are influenced by home countries and international organizations, through legislation, other legal arrangements, policies, and unofficial mechanisms. The conference also aims to identify the similarities and differences between small multinational enterprises from emerging and developed countries, and to analyse the effects of these on employment, growth and development issues in home and host countries. The Conference explores both theoretical issues in the field and practical issues in formulating policy and strategy and it will pay attention to the issue of employment and growth. So far, the internationalisation of SMEs and family-owned small firms and also small multinationals have been studied relatively lesser than the potential. In this respect, the WIBF’s 3rd International Business Conference aims to focus on international entrepreneurship and small Emin Akçaoğlu & Rainer Wehner Editors 2 Opening Speeches 3 4 Opening Speeches of the Würzburg International Business Forum’s 3rd International Business Conference (WIBF@Beykent) Rainer Wehner, Head of WIBF Organisation Committee & University of Applied Sciences Würzburg-Schweinfurt, Germany Ali Murat Ferman, Rector of Beykent University, Istanbul, Turkey Robert Grebner, President of University of Applied Sciences Würzburg-Schweinfurt, Germany Markus Besenbeck, Deputy Dean of Faculty of Economics and Business Administration, University of Applied Sciences Würzburg-Schweinfurt, Germany Erdoğan Taşkın, Head of Department of International Trade and Finance, Beykent University, Istanbul, Turkey Emin Akçaoğlu, WIBF Organisation Committee & Beykent University, Istanbul, Turkey Schweinfurt (FHWS). Thank you Robert. Professor Robert Grebner, thank you that you made it happen. Because Robert has soon another appointment in Nürnberg and has not a lot of time to be with us. Then, the Vice Dean of the Faculty of Economics and Business Administration of FHWS, Professor Markus Besenbeck. Marcus, welcome. And then the Head of the Department of Trade and International Finance of Beykent University, Professor Erdoğan Taşkın. Welcome, Professor Taşkın. And now, let me say welcome to our fellow keynoters. Welcome Dr. Alfredo Jimenez from Kedge Business School in France. And welcome Dr. Kim Warren, a strategy professional and teacher. So then let me welcome my dear colleague Emin, who is one of the main organizers of this conference. And there are two other colleagues that I have to mention: Marcus Engert and Dominique Winkler. They have helped us a lot to manage all the technical and organizational tasks. I also welcome my students who showed up early because I made a mistake. Thank you very much for showing up and being patient. So then I want to hand over the word to Professor Ali Murat Ferman, the Rector of Beykent University, for some welcome words. Thank you very much. Rainer Wehner: Good morning everyone. We have currently forty-one participants. In fact, I never expected so many people here for the opening session. But it's nine o'clock and we can start functionally. Good morning everybody. And Dear Guests, I'm proud and glad to open the 3rd International Business Conference together with you, my dear friends in Istanbul. As you know, most of you might know that the conference was planned in Istanbul in May this year. But unfortunately, a virus called Covid-19 crossed our plans and we had to think about something new. If we talk about who ‘we’ are, I'm talking about my dearest colleague Emin Akçaoğlu from Beykent University. Without him, this conference would never take place. So thank you Emin for everything you did. So and at the end of the day, we decided to have a hybrid conference. But as you know, even that was not easy as we are not able to travel or to face 14 days in quarantine in Turkey or when we return back to Germany. We did not want to cancel it, and therefore decided to do an online conference. This is our first online conference. So special thanks to all those who joined, especially to those who joined the Wurzburg International Business Conferences for the second and even the third time, like Olga Saginova. Welcome Olga. And Jérôme Dumetz. Jérôme? You will show up anyway. So now let me welcome our honored guests and Professor Ali Murat Ferman, the Rector of Beykent University. Thank you for hosting this conference. Unfortunately, we miss the Turkish delight beside the conference. And also another big welcome to the President of the University of Applied Sciences Würzburg- Ali Murat Ferman: Thank you Dear Sir. Greetings from Istanbul. As you have mentioned, it was our original intention to welcome you and to present you with the Turkish hospitality right here in Istanbul. Regarding the Turkish delights: I will arrange that you will be receiving some boxes of them. But, of course, we count this as a missed chance to welcome you once again in Istanbul. And we hope to honor our words in the coming days when and once this Covid-19 syndrom will be perished 5 positive side. But of course, cautious optimism, I think must be the key word during those hard times. Cautious optimism. We have to be optimistic because economics at the end of the day is based on expectations management. We cannot do anything positive by being negative all the way around. So cautious optimism should be the motto. Regarding the future, I suggest that there will be a key word which will be much more pronounced by us. Of course, we will not dump so-called our ever popular team of sustainability. Sustainability becomes much more important, critical in those hard times. But what we need to do is we need to go back to the term of being reasonable. Much more humble if you may. In our personal lives, in our personal consumption models, in our companies or regarding our companies’ growth plans, in our countries’ great attempts of economic growth and prosperity, this and that. So I think we should be going back. I'm not suggesting that we should go back to small is beautiful era, but I think we have to go back to think more and discuss more the terms of reasonable, optimum size, being optimum. You know, this does not just correspond to getting away from some of our luxuries or compromising on our quality of life, rather than that we have to redefine many things under the guidance of this new term, reasonable. Time points to that conditions and force that and now it is up to us to do whatever is needed. Now, before I am lost in the philosophical mindstorm once again, I wish successful and productive meetings to be held today and tomorrow. As always, we are here and ready and eager to extend our capacity, capabilities and all our resources to help in this and for the coming international organizations. I hope you best of luck and success, especially with the infrastructure. A couple of days ago we have managed to consume the Eurasian Economics Conference which was the 13th one. We didn't have except or experience a lot of technical problems. I hope that this time there will be zero technical problems and 100 percent digital availability. Thanks again and I salute everyone. I was trying to say something in German, but because of my respect to this glorified language, I think I will stick up to English, which is the most practical and international communication tool. Once again, thank you and I hope the best of success. away from lives and minds. So you have your reservations already kept and ready for the near future. Please be sure of that and maybe we will make it accordingly so that we will have some academic activities and then some rest time later on. As you know, that is one of the perks of academic life. Once again, I welcome everybody on board, and I would like to also extend my sincere regards to my dear colleague, Professor Grebner, who was a very kind host during our visit to Würzburg. So once again, thanks for coming and joining us in this Wurzburg International Business Forum. This year's theme is quite popular, critical and strategical. Small to medium-sized companies or organizations, as we know, are the backbone of the German industry. They constitute also an important role from the viewpoint of employment, from the GNP, from services, from industrial sectors in each and every part. This is also true for the Turkish economy similar to the German case. And of course, under the stress of this Covid-19’s extraordinary so-called economic struggle, we are all to find out more merits and strategical importance of small to medium-sized enterprises. In these hard times, we also find some opportunities. And if you made ample time, if you may to investigate the critical positioning of corporations, scale, size or scale related matters, distribution of scarce sources, so on and so forth. Therefore, with the participation and contribution of academics from 10 different countries, I trust that we will contribute to some delicate and strategic matters and topics in this manner. Of course, although this is done or conducted in the new digital fashion or digi-fashion, therefore lacking the human interaction and human warmth, if you may, we will try to create so-called scientific synergy through the digital lines and through the delicate infrastructure of so-called the Internet. I might say that now we are also talking to a lot of about infrastructure issues. A couple of words and then, of course, I would like to relate the work to my dear colleague, Professor Grebner. We are facing a crisis. That's for sure. But this is not one of the so-called ordinary or well studied crises that we had experienced before. This is a very peculiar crisis, if you may, is different than the so-called 1929 Great Depression. It has some resemblance to the 2008’s, a more recent financial crisis. You might find some similarities even if you go back to the Holland's so-called crisis stemming from tulips, so on and so forth. But I believe that this is a one peculiar and quite significant one. We are still in the midst of the storm. So we do not know what kind of future is there waiting for us. It is unfortunate that in times for a dire need for much more certainty and planning, we seem to have lost some of the basic parameters and criteria that will help us in economic planning, business strategy, formation, so on and so forth. So therefore, what are we going to do? Of course we pray. Of course we hope for the best and we never lose our, as they say, good will. And always we tend to be on the Robert Grebner: Yeah, thank you Rector and good friend Ali Murat Ferman. It is an honor for me to be a member of your conference and this conference is very important for all of us even and especially in these times. What a good luck that we can share experience and knowledge in these times where we are not able to travel and it's a bad luck for me not being able to travel to Turkey. So I'm very happy to see a lot of friends here. The first time in the pandemic times I see Emin and Rainer. And there 6 it very soon when the crisis is over. So good day, good luck and all the best. And stay healthy. Thank you. are some pictures that I cannot see. And I am very happy also to see you, Rector Ali Murat Ferman. I share and I like your thoughts about reasonability that is very important for everything we are doing. And reasonability is also a very important topic regarding artificial intelligence. A little bit on the subject where I am trying to do research. A little bit beside my presidentship. But presidentship, you all know it is not forever. So I have to prepare a little bit for the time after my presidentship. But thank you again for being part of your conference. And let me only say a few words about the small firms or small companies’ importance: All of you know that small companies are very important for the German economy. And all of you know that the internationalisation of companies is also very important. Ofcourse even the internationalisation of universities is one of the most important issues we have in these times. So I am very happy to have a partner university in Turkey, Beykent University and, to know the Rector of that university. And I promise, Rector, I will visit you as soon as possible to talk about more cooperation and collaboration between our two universities. And I also like the sweet food of your country. Rainer Wehner: Thank you Robert and Rector Ferman and I want to hand over the word to the Deputy Dean of the Faculty of Economics and Business Administration at the University of Applied Sciences Würzburg-Schweinfurt Markus Besenbeck. Markus Besenbeck: Thank you, Rainer. It's an honor to welcome you to the 3rd International Wurzburg Business Forum at Beykent University, where scientists and students from many different countries come together to share scientific research, discuss international topics, and do this from the perspective of small and medium sized enterprises. We have heard that they are very important for both of our economies. So it's a perfect approach to strengthen this relationship coming from this perspective and dealing with the challenges and the insights that SMEs are facing in this current situation. The internationalisation has faced really tough challenges in the last months, and establishing and maintaining personal contacts are really the essence of international and intercultural collaboration. So it remains to be difficult traveling during this tough times. It is still a great thing that we are having this conference together, even if it's online, which is working quite well, I think. And from the Faculty of Economics and Business Administration, it's a pleasure to welcome you to this conference because we really strongly believe that internationalisation is a key driver. And also research, as well as education for younger generations face the challenges of global dynamics. So we have a very strong history in this part and also a very strong vision for the future. And as a quite unique USP we introduced our Bachelor of International Management Programme a few years ago, which is really a successful product and program that we are offering. There are many many applicants from Germany as well as other countries from all over the world. And we have more and more integrated programs in the X model and twin programs because we believe that this international content and discussions are also a very strong part in education of our German programs. Our International Business MBA is a well-established program running for many years where professionals come together to discuss the challenges of an increasingly global environment. And all these are ensured by a partner network. More than 100 universities worldwide that we are collaborating. Our faculty and they are really the main contributors to our internationalisation strategy because they are bringing the international component to our academic life, to our research life. And so I really would like to thank also Beykent Ali Murat Ferman: Yes, thank you very much Sir. I must say that the cards that you have kindly provided is very much appreciated by our family members. My youngest son now thinks of pursuing a degree in the coming years in that field. So, see, internationalisation does work from our side. Regarding the sweets or artificial intelligence, or other things like. Let us keep up the good work together. You are more than welcome any time in Turkey in different seasons. You know, winter time or summer time. Because they are all different. Robert Grebner: Yes, we have to we have to get the experience of different seasons in our two countries, I guess. OK! So thank you. And also a very warm welcome to the members and to the speakers and the keynote speakers of this conference. As I said, it's important for our two economies to have a deeper contact in collaboration and internationalisation. And I also see the Deputy Dean of our Faculty of Economics and Business Administration, Markus. Let me say hello to you, even if we very seldom meet in Würzburg. Now we say thanks to the digital era here in this video conference. Yeah, I wish all the members and the speakers here two good and fruitful days, good knowledge transfers, good experience exchanges. And as I mentioned, I have to drive now physically to Nürnberg for a physical meeting. That is very seldom in these days. But I really enjoy physical meetings and I will also enjoy such meetings in Turkey of course. I hope we can make 7 employed at export and import departments of companies. I would like to address the organization committee now. Professor Emin Akcaoglu, thank you very much sir. Thank you very much dear Rector and all of the professors and faculty members from many countries. University for their long, intensive and loyal collaboration and also friendship. I think this was very clear from the opening words that that is really intense friendship and people are warmly inviting each other to visit. Unfortunately, I have not been able to do so, and this might last for a certain time until we overcome all the effects and restrictions from our current crisis. But if the time is coming, I'm really happy to do so and also to visit you in person. So this is only possible with a very supportive and proactive team and environment. So also from my side, I would like to thank the organizing committee that is officially named by Rainer and Emin, as well as Dominic and Marcus for making this possible to share our views and thoughts and research results at this conference. So finally, I would like to wish everybody; contributors as well as participants, a great day today with interesting insights, fruitful discussions and have a great time. Thank you. Rainer Wehner: Thank you very much Mr. Taşkın. And in fact I never thought that we could make it in half an hour. But we did. So we all seem to be old friends of a short introduction ceremony now. Emin, you got the last five minutes. Emin Akçaoğlu: Five minutes is too long for me. I don't have that much to say. But I would like to thank you first of all, to collaborate on his initiation at the beginning of 2017. And, since then, we have been organizing these conferences. This is the third one. I also would like to thank Robert very much, because he supported us a lot at the initial stage. I want to name all colleagues in Wurzburg for their support for the establishment of the Wurzburg International Business Forum. And I also would like to thank Professor Ferman at Beykent University, Professor Selahattin Sarı, Erdogan Taşkın and all the organization committee members and the keynote speakers of today's conference, as well as all the other members of the organization committee in Turkey, as well as in Germany. I hope that we'll have a successful conference and then we can carry on in the coming years in Istanbul, in Wurzburg or elsewhere. Thank you. Rainer Wehner: Thank you very much Markus. Now I want to hand over the word to the Head of the Department of Trade and Finance, Prof. Dr. Erdoğan Taşkın. Thank you. Erdoğan Taşkın: Good morning Sir, dear Rector and the participants. Small firm internationalisation conference at Beykent University will be the third conference of the Würzburg International Business Forum that regularly organized by the University of Applied Sciences Würzburg-Schweinfurt. We are happy to see you virtually today. But we would have been happier if we could be together with you here in Istanbul on this sunny day. International trade creates such a relationship that more imporant than military or political relationships between Germany and Turkey. These two countries have had always good connections historically. And international trade has also played a role in this process. Having said that, this is always very important. In addition, I would like to remind you of the significant contributions of some German professors to the Turkish academia at the beginning of the establishments of Istanbul University and Ankara University. Especially for the School of Economics and the School of Business at Istanbul University. This provided an understanding about the German education, and we had also received a lot of books from Germany at these universities. So this conference is very important collaboration between Beykent University and the University of Applied Sciences Würzburg-Schweinfurt. I will also present a paper at the conference and, my paper will be related to international marketing. Especially on different kinds of skills regarding human resources Rainer Wehner: Thank you very much, Emin for your kind words. Also from my side, I would like to extend my thanks to the whole organization committee who make this happen, and to the colleagues in Turkey, to both of the Rectors who supported us and to all the colleagues who are behind us. And it seems that it has worked not so bad. I never expected that. Emin Akçaoğlu: By the way, right here, if you allow me to say just one single sentence Rainer, I also would like to thank Dominik Winkler particularly a lot for being so kind, so skillful, so creative to design the website of the conference. The conference website is something that attracts people. I think that it has got a great portion in the success of the Wurzburg International Business Forum’s International Business Conferences. Thank you Dominik. 8 Government Relationship: Lessons and Research Opportunities for SMEs’. Welcome, Alfredo. And it's your turn now. Thank you. After Alfredo’s speech, we will listen to Dr. Kim Warren. He is a strategy writer, owner and director of Strategy Dynamics Ltd. His speech’s title is ‘A Living Business Model: Your Digital Twin’. So thank you both for joining us and good luck for your presentations. Rainer Wehner: I cannot say more and want to carry on in the agenda, so we are nearly punctual at half past ten in Germany and half past eleven in Turkey. So now I want to hand over the word to our first keynote speaker, Alfredo Jimenez. Alfredo is an associate professor at Kedge Business School in Bordeaux, France. His speech’s title is ‘Bargaining Power, Political Institutions and Legitimacy Perspective in the Multinational 9 10 Keynote Speeches 11 12 Keynote Speech – I: Bargaining Power, Political Institutions, and Legitimacy Perspectives in the Multinational-Government Relationship: Lessons and Research Opportunities for SMEs Alfredo Jimenez, Kedge Business School, Bordeaux, France presentation just to say that really congratulations to the institutions because it would have been easy to just cancel the event, postponed. And instead you decided to move forward and to organize it online, which is not easy and requires effort. So I think this is something that all the participants we should appreciate. I will start my presentation. I'll try to share my screen so you can see the short slide. Well I prepare the presentation which reveals about the around the topic of political risk and the applications to internationalisation because, well, on the one hand, political risk is my area of specialization. And since the topic of the conference is internationalisation of small and medium enterprises, I try to integrate the literature on political risk and some lessons on potential research opportunities for those scholars. Some of you probably who are interested on the internationalisation of SMEs. But the title one was mentioned before, bargaining power of political institutions and legitimacy perspective in the multinational government, relationship lessons and research opportunities for. Very briefly, why do I talk about this? Well, I have a personal interest on the topic of political risk, academic interest. I was doing my PhD and of course, as every young, fresh PhD student knows, the beginnings are not easy. What to do? Which topic to take? Is this going to be interesting? Will I be able to publish and get tenure somewhere if I pursue this path? Well, when I was on that stage, it happened that there were a few harmful events for some Spanish multinationals at the time. I'm originally Spanish. I did my PhD in Spain and more or less around the time, there were a few important events in which the Spanish multinationals were expropriated by governments in Latin America and in particular, the government of Argentina then expropriated the YPF from Brazil, the president of Argentina at the time, Cristina Fernandez de Kirchner. And something similar happened regard Spain with their local subsidiary in Bolivia, which was also expropriated by the president, Evo Morales. And while these events kind of increased my interest on them, why political risk happens, how multinationals can Political risk can be defined as the probability of a government using its monopoly over legal coercion to refrain from fulfilling existing agreements with firms, in order to affect the redistribution of rents between the public and private sector. Either through direct measures such as nationalizations or expropriations, or more indirect ones such as forced renegotiations of previously agreed conditions, political risk can have a tremendous impact on foreign direct investments. Yet, some recent literature suggests that political risk not only constitutes a threat for Multinational Enterprises but can also be a source of opportunities. Over time, scholars have employed different frameworks to study this concept. In this presentation we will review the three main perspectives, namely the bargaining power approach, the political institutions approach, and the legitimacy approach. After reviewing their main postulates and criticisms, potential areas for complementarities and research opportunities will be discussed, with particular emphasis on the implications for SMEs. Can you hear me? Well, yeah, yes, OK, well, first of all, it's my pleasure to be part of this conference and of course, following the trend of the speakers before me, I would like to start by saying thank you very much to both institutions who are organizing and hosting this event, especially Prof. Dr. Ferman and Prof. Dr. Robert Grebner. I can tell you, I hope I pronounced the well, sorry, but if I didn't especially thank you, too Emin, because we are quite close. We have been working together on several projects lately. And he was so kind to invite me to participate in this speech. It's unfortunate that we cannot meet face to face, of course, this Turkish delights would have been a great addition. I'm glad to say that I know well Turkish cuisine because I'm actually in Turkey now because of my personal connections to Turkey. And, I come here every year. But I highly encourage all of you to visit this wonderful country and definitely try the cuisine. I want to extend to much more this introduction, because I only have 20 minutes and I have prepared a 13 innovation, there may be a point in which the government might intervene unilaterally to try to prohibit. What were the criticisms of this approach and why the other approach came after? Well, the first criticism is in this approach, the multinational government relationship is considered a zero sum game. There is no room for mutual gain. It was useful, as I said, to explain the expropriations in sectors with very high sunk cost, such as the oil and the mining. But what about all the sectors that after some decades afterwards, they were also expropriated? Over all the power to intervene is not a sufficient condition. It's just a necessary one. Governments don't always intervene, even if they can. And even when they can, there is a huge discussion about which companies are private. Some cases, as we will explain later, such as Google in China, suggest that this approach, building on bargaining power has maybe lost a bit of explanatory power and needs a bit of complementary views. The second approach is the political institutions approach. Here, many studies, many scholars, and you will see some of my studies here as well. This approach builds on the analysis of institutions and constraints that the political system imposes on the government to limit that discretion. And most of the studies have tried to predict which countries or which profile of the countries show higher level of risk and which one therefore would be better for the multinationals to invest. In general, the majority of the studies show that the safer the environment. This is very logical, very intuitive. The safer the environment, the higher probability of investment is there because the government has lower discretion over corruption, more economic freedom, higher protection of property rights. There are many indicators, many industries that have been used to measure the level of safeness of the country. However, there is also another stream building on a more proactive strategy in which companies build on their political capabilities to obtain advantages, and this perspective sometimes companies go where there is more risk rather than less risk. And this is because sometimes companies normally at home or in other investments, they have learned and they have developed how to deal with governments that accumulate a lot of power. They have learned how to use political contributions, how to disseminate information on the media, how to negotiate, how to lobby, and sometimes even how to corrupt, which of course, is not ethical. But what happens? This approach, although useful to analyze the profile of the countries that are the destination of the investments also has some criticism. And again, it's similar one to the previous approach. Once again, the possibility of intervention does not imply that the government will necessarily intervene. Its approach is useful in which patients have higher levels of risk, lower level of risk, but not why some action taken against one particular company and not others with similar characteristics. So these two approaches have been useful and they are still useful. But there is a missing piece which can be summarized and governments can intervene. But why do they want to protect themselves or what's going on in this relationship between governments and multinationals. It's, I think, almost evident that the relationship between the government and multinational, this is critical for companies doing foreign direct investment and this political risk is very important because it can materialize in some serious and harmful incidents, both direct or indirect. Direct, for example, expectations are nationalisations, but also more subtly, indirectly, when governments for some renegotiations of agreed conditions because they want different terms made. They want to increase the taxes. They want to impose new rules trying to appropriate some of the economic rents that the companies produce. So I will present a little bit the evolution, how the international business literature has analyzed the relationship of governments and multinationals from the political perspective to how these approaches complement each other, open up new research possibilities, and we will eventually land on how Assamese can also be integrated in this stuff. But the three theoretical approaches that the I.B. literature has relied upon are the bargaining power approach, the political institutions approach and the legitimacy approach. The first one is the bargaining power approach, the bargaining power approach was the first of the theoretical lenses that was used to study political risk, and it was used in the studies in the 70s and 80s, most of the time, to analyze how big companies, many times in the oil industry were expropriated by some governments. And this approach relies on the concept of bargaining power, this constant and dynamic relationship between the multinational and the government. In the beginning, the company has very high bargaining power when negotiating, then two conditions with the company can decide to enter or not to enter, to go to a different country, to negotiate with multiple governments to see which one provides better conditions. And this is because the company is very mobile, it doesn't have sunk costs, the company can decide to enter or not to enter into more and less, bring this technology and bring the technology. However, once the company has made an investment, the bargaining power is transferred progressively worse by the government. Now, the company has made some deals, has recruited some people, has transferred some technology, has some contracts already signed. Leaving the country is not free. There will be costs and therefore the government knows this and the government starts having more bargaining power to alter the rules of the game. But this happens, of course, only once the investment has taken place. This bargaining power goes more and more towards the government. The more the advantages of the company are obsolete, the more the local companies learn and imitate, the less the company has an edge and advantage or is perceived to provide fewer advantages to the government. The more the government has some incentive to try to appropriate some of the rents that the company. Unless the conclusion is, unless the company regains some bargaining power, maybe through investments, through 14 shareholders, workers, suppliers, clients, society is very important to communicate how the company is contributing to the society. Not only is not only important to contribute, it's important to communicate that you are. This happens even with the stakeholders in other countries and here I simply mentioned the case of IKEA. IKEA, as we all know, is a company in the furniture sector and IKEA tends to standardize the catalogue of IKEA is more or less the same in all the countries. Small changes, I think in Japan, the furniture there is smaller, but basically they standardize the catalog. And when they entered Saudi Arabia, they standardize the catalog, but they removed with Photoshop women from some pictures. And because, of course, they thought, OK, we are entering Saudi Arabia, we should adopt adaptation to the country's importance and this is an acceptable practice in the country. It was maybe unacceptable practice in the country, but this was very much against what their home country or their home society aims for, and they face huge pressures from clients, media and even city politicians until the company apologized. I will show you in the next slide that the two folks nowadays, we live in a world in which the typical excuses that we don't do, but it's because of our suppliers is often not enough, not legitimize. Companies definitely face risk. Of course, some of them will continue their operations if they see no negative repercussions from they hold. And this is the two photos of the catalog of IKEA, the left one is the one that was released in Saudi Arabia and the right one is the one that was released in Europe, I guess, because it was the currency in euros, as you can see, the same photo, just that they removed the moment, not because she's naked or anything, but they considered that in Saudi Arabia that was the way to go. But at heart, their legitimacy in their home country, because we know IKEA, this company logo of IKEA even has the colors of Sweden. The importance of Sweden as a stakeholder for IKEA is very large and they overlooked. So finally, how do we land on small and medium enterprises, which is the topic of interest? Well, political risk literature has mainly focused on large multinationals, largely ignoring small and medium enterprises, which, of course, can be multinationals as well, and also family owned firms that I think there is a huge gap in the literature. If you read most of the references that I put in the slides and in general in the Irish literature, you will see that the huge majority have focused on on large multinationals. Of course, large multinationals appear on media. We all know about IKEA, we all know about Google, but there are many small and medium enterprises. They represent a huge percentage of economies and they have been mostly overlooked in the political literature. I think there are huge possibilities for collaboration, especially if we can get collaboration with managers. I suspect the majority of studies we and I'm guilty here as well, we focus on large multinationals because it's easier to collect data. There are all these huge databases where we can draw to collect data for our quantitative studies and maybe it's harder to get data from intervene? And here is where the latest of the approaches basically developed in the last 10 years has came recently is the legitimacy approach, and here the emphasis is placed on the congruence between the multinationals activities and the goals of the government goals in a broad sense of economic, political, social, etc.. If the government proceeds from grants, then the multinational will be legitimized. It will be perceived as an agent that creates value for the society and therefore there will be no motivations to intervene even if the government can intervene. Intervention will be detrimental. The company will leave, will not bring any more knowledge transfer and will not create the jobs. It will not pay taxes at all, for that matter, for the government, because the government will be perceived as the country. It will be harder to get more investments in the future. But if the government does not receive anything, there will be a high motivation to intervene and modify this, even if that's contrary in the short term but the interests of the country. As we will see in the case that comes in the next slide, the intervention is motivated by the lack of legitimacy, although, of course, how much bargaining power the company has and what level of political, institutional, discretional, etc.. There are still important the moderate options available to the government, but the final trigger will be the lack of legitimacy. The case study is the case of Google in China, which is very well developed in the article of Stevens and colleagues in 2015, Google, as we all know, it's a technological company and therefore has very low sunk costs that they don't have huge machinery like oil or mining company. It has a higher bargaining power. It had an increase in market share since the beginning. And it's a valuable source of innovation and technology for the country. A very bad reputation for a country, Google believes. It's true that China is a country where there are little restrictions to the government discretionality. But similar to other non intervene firms, invest in there. So why was Google intervened, expropriated and forced to leave China? It was basically due to the lack of legitimacy that the Chinese government received due to some disagreements about censorship. China tried to prevent the access of information about certain events of the Chinese population, and Google didn't want to concede. It's, of course, a very sensitive sector of this information sector in China, as we know, is very much politicised. Perhaps also the American origin of the company also played the role. And basically, that was the source of the problem, and it's a very interesting case, I encourage all of you to read the article if you want a more detailed explanation. Sometimes the legitimacy might decrease also for the response. This is the case when the companies associated for within, but then there is a new regime after some political changes. There are some others, for example, showing this in Chile after the Pinochet dictatorship ended or more recently, this study by Daniel Hill showing the same for the Arab Spring. Legitimacy, therefore, is critical for multinationals, but not only with the government, but with all the stakeholders, 15 it interesting if anybody is all interested and wants to dig deeper and you can, of course, contact me if for any reason you have something on this topic, I would definitely invite you to consider a special issue that we are running out of the European Journal of International Management. We are four special issue editors and I think we are not all here or at least three of us here. Dr. Rainer and myself, the deadline is very soon. It is the end of the month. But maybe we could provide a few extra days if somebody needs. It is a special issue of the European Journal of International Management. Its focus will be on political risk. And we would definitely love having something about how political risk affects small and medium enterprises. If anybody has any comment, any question now or even later, you have there my email, I would be very glad to talk about. small and medium enterprises. Here may be more collaborations with managers, interview servers. Could provide data-collection opportunities very, very useful to gain insights and applicable. And I think the three perspectives apply, on the one hand, small and medium enterprises might have lower bargaining power, lower possibilities to develop political capabilities, to contribute to political campaigns, to recruit former politicians to use ground corruption. Probably they have fewer opportunities to do this, and therefore, they need to get protection from political risk in other ways, perhaps through collective actions. And therefore, the relevance of connections with local authorities. Gaining legitimacy, I suspect, will be particularly important how small and medium enterprises different from large multinationals in their relationship with governments, I think is a great research opportunity that I encourage all of you to pursue. If you are interested in this topic, one particular example would be interesting. Sorry to cite myself, but it's a paper that I wrote with two Italian colleagues who are specialized on family firms. We didn't focus on SMEs in particular. It was more on family owned firms. But there is a huge correlation between the family owned firms and small enterprises, we highlighted the importance of social capital as a way in which firms can establish long lasting connections with politicians for long term goals. In general, some of the firms have longer management tenure than the managers tend to stay for many years. And even after they are there many times, their sons or daughters come after. So local authorities tend to rely on them longer because they know they are going to be here for long. They tend to develop what is called a responsible corporate citizen. Many times these companies don't have the name of the family as the name of the company, and therefore they care very much about the reputation. I may be easier for them to share knowledge and contacts with other monitors because it's basically the family, everything stays in the family, whereas professional managers sometimes are more reluctant to have the connections to introduce to the politicians that I know introduce the next manager because who knows that he wants my position or something. So in general, social capital we found is a huge tool for family firms to develop these connections with politicians. And these connections with politicians, of course, provide opportunities and advantages when we invest in abroad. So, well, thank you very much for your attention. I hope you find Speaker’s Biography: Dr. Alfredo Jiménez has a Master’s degree in Business Economics Research and a PhD in Business Management. He is currently Associate Professor at Kedge Business School in Bordeaux. Previously he was Associate Professor at the University of Burgos in Spain. His research interests are focused on the process and determinants of success in the internationalization strategy of firms. His current lines of research include the impact of institutional variables, political risk, cultural and psychic distance and corruption on foreign direct investments and entrepreneurship. He is also working on a research line devoted to virtual team and multicultural team management and dynamics. He has published several papers in international journals including the Journal of International Business Studies, Journal of World Business, Business and Society, International Business Review, Journal of Business Research Technological Forecasting and Social Change, Journal of International Management, Management International Review, and European Journal of International Management. He has also been a visiting scholar in different institutions in Norway, Germany, Australia, Singapore, Italy, Ecuador and Mexico, as well as participating in the X-Culture Project as a member of its Advisory Board and instructor. He is project reviewer for the Spanish Ministry of Economy and Competitiveness and for the Government of Ecuador and Poland. 16 Keynote Speech – II: A Living Business Model – Your Digital Twin Kim Warren, Strategy Writer, Owner/Director, Strategy Dynamics Ltd., United Kingdom They attract homeowners’ enquiries, mostly through web marketing and word of mouth, and they recruit and validate contractors - kitchen development people or garagebuilders or whatever it is. OPUN employs skilled staff to help with the design, the drawings, the planning, the fitting, and then those skilled staff actually monitor and supervise the building work and check on the warranty that follows up after that. Now, this is a business that started in 2015. It is now part of a major retail group in the UK called the John Lewis Partnership and they've been using living business model from before they actually started. They built this living business model before the business even tried to start. This is the control panel that they, the management team at the company actually looks at on a weekly basis. You're looking at one hundred and four weeks here. This is a snapshot at an early point in time and the business is somewhere around here around week thirty-five to forty at the time that we're looking at this. So what this control panel is showing up at the top there is the project pipeline. This is projects going through their process, enquiries coming in, then projects in planning and projects that are being completed each week at the end. Strategy-making and management has long been limited by a limited understanding of how an enterprise actually functions as a working system. Improved method and tools have now solved this problem, so it is now quite practical to build a working, quantified model of any enterprise or any important function or issue. Such a Living Business Model can be used as a "digital twin" to bench-test any new plan or initiative, and continually manage the enterprise. Thank you, Rainer, and thank you everybody for introducing me to this community and this opportunity to talk to you. I should say that the slides for this presentation are available at the link on the screen here http://sdl.re/WurzburgLivingBusinessModels. If you watch the video afterwards, you should be able to these slides or perhaps the slides will be posted on the conference site as well. I should also add that there are many, many more slides in that deck than I will get through this morning, because there's quite a lot of background explanation behind what I'm going to talk to you about. And so in very fundamental terms - if you put yourself in the position of any strategic leader, the important questions that we need to answer, first of all, for any organization, whatever performance measure we're looking at, we want to know why did we come to the situation that we've got to today? And answering that question is important because it tells us how the enterprise system actually works and there are things in our history that will be determining what will happen going out into the future. The second question is, where will we go if we go on as we currently are? And of course, the fundamental question we want to answer is how to make performance improvements into the future on whatever measure it is you're focused on. And the way to get into this is to talk to you about a case study of a real SME company called OPUN: https://opun.co.uk/. What they do is they support households who are having big improvements made to their homes. So having a roof extension or a kitchen improvement or anything, that's a substantial cost and investment for improving the home. Very importantly, they're tracking quality and conversion rates. So what is the quality of service that they're offering? That's the middle one of those green charts. What's the project quality? How well are the projects being done by the contractors? And the first of those charts is about the conversion rates. To the left, you've got the decisions that are the key ones, but they're making their more decisions than this. But these are some key ones. How much should we spend on marketing 17 inquiries in the middle of that period. And that's because in a previous week, the management team decided to increase the marketing spend and effort. And this is based on previous experience of their marketing efforts. This is what they expect to happen. each week? How many staff should we be hiring? How many contractors should we be recruiting to get this business going? And over on the right, they're looking at the summary financials, what's happening to revenue, operating costs and operating profit. Now, as I say, that's just the control panel the management's looking at. But I need to show you what the underlying model is actually doing and this is a set of icons that you would see in one of these models. And there's nothing technically difficult about this. So the number of inquiries coming in each week - those inquiries join the inquiries in progress and they move on to being projects that are in the planning phase. Then they move on to projects that are managed. And you'll notice down at the bottom that inquiries can be lost. Not every inquiry turns into a project. Not every project proposal is accepted. So projects are lost out of here so that the projects that go on to be actually activated have a period where they're being managed by the staff. And all of that workload needs staff so we can add up all of the staff we need to do this. And that says how many staff do we need? That triggers our management team to look at our hiring requirements. Out of the end here, completed projects drive the revenue. So we get paid when the projects are completed. We actually get paid a little bit when they when the project started, but most of the revenue comes on completion. Down to the bottom, the support quality ensures that people are getting good service and that converts inquiries into projects. So again, you're looking at one hundred and four weeks, 40 weeks of history and the other sixty-four weeks looking out into the future for this business. This isn't as scary as it looks. It's simply a wider view of the whole model. That's the project pipeline I just showed you up at the top. We're looking at the staff workload as the number of staff we actually need to run the business over time. So it's the ratio between how many staff we've got here, how many staff we need that determines that service quality variable over time. Down at the bottom is something showing how we are increasing the population of contractors to be able to handle more projects as time goes by. And those are the two key quality measures, what's our customer support quality and what's the quality of the work that our contractors are actually doing? And at the right are the financials. Now, this model is obviously simplified and disguised for confidentiality reasons. But it is a working model of this business and you can see the model yourself at that link there, That item in the middle of the top is the number of customers for a company. This is just any company we might be talking about, not the OPUN example. So the way to read this is you look at this and that chart there is showing what would be - in a spreadsheet - a column and at the top of the column, you've got the name of this item; Customers in thousands and the numbers of customers each quarter going down the cells of that column. Then you have the sales figures at lower right - in this case, twenty-four quarters of the company's actual information. The link arrows are equivalent to cell references. So if total sales is column C, customers is column A and sales per customer in column B, then that link simply says column C is column A multiplied by column B. There is nothing technically difficult about this. And each item holds a simple formula. So the formula says total sales equals Customers multiplied by sales per customer. It's not A24 multiplied by $B$3 or any of these other kind of weird Excel expressions. The green arrows are only different from the black ones in the sense that they're showing how factors accumulate over time, so it's just a different kind of formula. It says that Customers [this quarter] is Customers [last quarter], plus any customers that are new and minus any customers that are lost. An important point about this is that any competent analyst can do this. You do not need to be some wizzy PhD data analyst or statistical genius to do this. So this is the core pipeline, the project pipeline for the OPUN business … Coming in on the left is the number of inquiries per week over that two-year period. And you can see a jump in 18 here, because we're certainly not at that level of detail. We're not tracking every single transaction in these models. We're not tracking every single phone call. We're not tracking every single thing that our contractors do. We could go down to daily. We could even go down to hourly. We have examples of this work with hourly models. This example is weekly, but everything in the model matches something that's observable in the real world. We're not coming up with proxies. We're not coming up with abstract indicators. Everything in this model is something you could go out and see and measure in the real world and every value at every time in the model is close to the real world values for those things. The model behaves the same for any decision or external impact that the real world does. So if you spend another thousand euros on marketing in this model, you get a number of inquiries, which is the same as if you spent a thousand euros out in the real world. Now, that's where a little bit of uncertainty comes in. OK, there are a few relationships in these models, that we aren't precisely certain about, unlike the physical digital twins. Most of these models are actually simple arithmetic, but there are just a few key places where that's not true, like the non-linear relationship between marketing and enquiries. How do you use the living business model? You updated every piece of actual data. You adapt the model to new evidence, and the same model provides short term management and strategic projections. We can zoom-in on the last four weeks and the next eight weeks, or we can zoom out to the next five years. That's what the management team did here. So this is the history of this case, they use the model to figure out how the business could work. http://sdl.re/OpunDemo. There's nothing to install. It just opens in your browser and you can run it. Now, how does a living business model help? Well, - an enterprise is a designed system. The founders got together and they had a vision for how the enterprise should work. They designed how the system should work. Sometimes we are less explicit about that than we might be, and we're a bit kind of accidental about how the system is designed and how it actually works. We can make things up as we go along a little bit. But if we have a model, what that allows us to do and what was done in this case is that we can test the system before risking cash or effort. So the CEO here, built this model in his in his office before he went and recruited anybody and before he raised any money. But he used the model to go to finance providers and say, look, here's a business opportunity. Here's a new venture. Here's how it should play out. Given all of the assumptions and relationships that I've put into the model based on my previous managerial experience in similar kinds of businesses, please give me the money. Once the business is going and he's hired his top team and his team hired service people and they built the website and they started to hire the contractors and they started doing the marketing. What this allows the management team to do is to manage the system continually. Every week they update what the data tells them and then the business model helps make the next series of decisions for the coming weeks and months. Now, the same steps work for any new challenge or any opportunity - if we were faced by a new competitive threat or we wanted to launch a new product or we wanted to enter a new market or we wanted to acquire another business - then building a model allows us to bench test the initiative or the plan or the challenge before we risk anybody's effort, before we risk serious money. And you don't need anything else. You don't need any other KPI systems. You don't need any of the balance scorecards. You don't need business model canvas diagrams or management reports. Everything that you want is actually in this living business model, and any performance data can be read off for any period at any time. We can get away from this idea that the world actually operates on kind of twelve monthly cycle and we produce information on a kind of birthday basis. You can you can read off performance any time and update it at any time as well. So, I've been a bit careful about using this phrase “digital twin”. Strictly, a digital twin is an engineering concept. When you buy a piece of heavy equipment from General Electric, they will provide you with a digital twin, which is a very accurate piece of software that mimics precisely how that equipment is working on a second to second basis. It's a highly sophisticated technical feature of modern industrial equipment, and it allows you to monitor exactly how equipment is performing and what could go wrong. So I've been a little cautious about using the same phrase This is the CEO, Rod Brown, and if you want to hear him talk about his use of this model, that's a recording of a talk with him http://sdl.re/OpunTalk. And as I say, the company was acquired by John Lewis in June 2018. Why do these models work? Well, they captured critical factors that accumulate over long periods. There is a seminal article in the strategy field by Dierickx and Cool called Assets Stock Accumulation that lies at the heart of these models. Critical factors accumulate over time. The model 19 … both are available for teachers. If you are interested in please write to contact@strategydynamics.com captures all the interdependencies. It captures the feedback between those factors in the business - feedback between the projects and the customers and the contractors and the staff and the workload. It also captures thresholds - service quality is fine up to the point where the staff start to get overworked, and then service quality is not fine. That's a threshold that causes tipping points. We handle intangible factors, too. Just a note here, this applies equally to nonprofit and public sector cases and equivalent models are equally useful there too. So with a focus on smaller enterprises, these living business models are actually easier because the real world business model is typically focused and simple for smaller businesses. This is quite a complicated thing to do for large multinational corporations, but for smaller enterprises, it's relatively easy. If they are in the business of internationalising, then they can explore new market entry before they risk money and effort. If they need agents or the distributors in the new market, they can go and share it with those partners and say, here's how the business should work. Here's how you should make that money out of partnering with us. And then they can essentially photocopy the model for every country business unit. They want to start up in Turkey? - well, here's the model for Turkey. I'm going to start up in Italy, so modify the model for Italy. I hinted at this earlier. This is not difficult to do. This is easier, faster and more reliable to do than trying to tackle the same problem badly with spreadsheets, complicated ideas like machine learning or econometric methods. The models are easy to understand, so the management team gets this thing very easily. They understand it every week. Indeed, the staff below that management team also understand it. So this slide just lists some further resources here. Free mini-course on how to model: sdl.re/modelinggetting-started/ … full modelling courses : sdl.re/courses Speaker’s Biography Dr. Kim Warren is an experienced strategy professional, teacher and publisher of online courses and teaching resources on business modelling – fast becoming a main-stream capability for executives, consultants and business students. After senior strategy roles in the petrochemicals, brewing, hotels and leisure industries, Kim joined the faculty at London Business School, to teach on MBA and Executive programs. Realising serious limitations with the strategy methods available, he developed the powerful strategy dynamics frameworks for designing and managing enterprise strategy. He went on to develop a practical and effective process for converting those frameworks into working, quantified models of any enterprise, function or challenge. Once a specialist skill, building these simulations is now easier, faster and more reliable than spreadsheet modelling. Kim’s work on modelling business plans and issues over many years has spanned cases in most industries and regions of the world. The approach is now providing a reliable platform for building confidence and raising finance for early-stage ventures, as well as guiding week-to-week management of these fast-changing businesses. Kim is author of the prizewinning Competitive Strategy Dynamics (Wiley, 2002), a major strategy textbook Strategic Management Dynamics (Wiley, 2008), and summary e-book now widely used in MBA and executive teaching – Strategy Dynamics Essentials (Kindle, 2011). He is also co-founder of Strategy Dynamics Ltd, which publishes "serious games" and other dynamics-related learning material for management, and the user-friendly modelling application, Sysdea. 20 21 22 Proceedings of Plenary Session I 23 24 Sharing economy: Users’ motivations from the sustainable development perspective Olga Saginova, Plekhanov Russian University of Economics, Moscow, Russia Ekaterina Tsenina, Plekhanov Russian University of Economics, Moscow, Russia Yuri Saginov, Plekhanov Russian University of Economics, Moscow, Russia solutions, affect the motives of consumer behavior. The discussion around terminology related to the sharing economy is intense. In scientific publications (Anglada and Hernández-Lara, 2019), attempts are made to describe and define the new models of economic activity and consumer interaction (Görög, 2018; Botsman and Rogers, 2010; Johansson, Kisch and Mirata, 2005). Numerous terms are used to refer to the same or similar concepts of peer-topeer exchanges, transfer of access to assets, and joint ownership and use of these assets. Terms are often used interchangeably, without considering the specifics and characteristics of these concepts. We rely on the typology described by Petrini, Freitas and Silveira (2017), Saginov, Zavyalov and Saginova (2020), and refer to the sharing economy not only peer-to-peer exchanges of assets between individuals, but also the opportunities provided by digital platforms for businesses to share or transfer their assets and resources for shared and distributed use, both for free and for a financial remuneration, to provide both temporary access to the asset and transfer of ownership. In this article, we investigate the motivation of users only within the framework of the sharing economy, which includes peer-topeer exchanges of assets between individuals, with the possibility of both access to assets and their ownership, with or without payment. This limitation of the sharing typology is explained by the purpose of the article-to consider the motivation of individuals participating in peer-to-peer exchanges, to identify both their internal motives and external factors that affect their choice and behavior. The sharing economy, which combines various models of peer-to-peer exchanges of tangible and intangible assets, is promoted as a solution to the triple bottom-line of the sustainable development: measuring business success with focus on environmental, economic and social issues. The behavior of the sharing systems users is determined by both internal motives for getting pleasure, enjoying new technologies, and realizing their political views on reasonable consumption; and external factors, including strengthening their own reputation among members of their community or obtaining economic benefits. The article presents the results of a survey of sharing systems users on the motives for using various sharing services and analyzes them in terms of reflecting the triple values of sustainable development: environmental, economic and social. Introduction The changes that have taken place in the global and Russian economy over the past 20 years have transformed the consumer markets and consumer behavior. The development of information and communication technologies and the spread of innovations in this area have initiated the process of digital transformation of the economy and society, turning information into an important resource. New technologies have changed the way of life, providing a greater choice of digital products, more complete information, additional distribution channels, ease of transactions for consumers (e-Commerce, online healthcare, distance education, Internet banking, etc.). There are changes in the structure of consumption, it is becoming more diverse, individualized, situational. The attitude of consumers to the goals and process of consumption is changing, and the importance of social and environmental motives is growing. Previously, researchers attributed consumers' indifference to consumer ethics to a certain extent to economic and institutional constraints, which made it easier to stick to the pragmatic approach of consumerism. The emergence and development of the concept and models of sharing economy, supported by modern technological Sharing economy The sharing economy is growing exponentially: according to PricewaterhouseCoopers, revenue for companies in the shared-use economy will reach $ 335 billion by 2025 (PricewaterhouseCoopers, 2015). Due to the increasing importance of the sharing economy and its impact on the economic development of individual countries and entire regions, it is important to understand the motivations of consumers using different sharing models. 25 more profitable than ownership, saving money and time, ease of use. Social motivation includes user's reputation, enjoyment, and a sense of novelty. Ecological motives mean compliance with the principles of sustainable development, support for reasonable consumption, saving world’s resources. While the success of sharing models depends largely on the excellence of their technology platforms, the platforms only provide consumers with opportunities, but do not control the process of shared consumption itself (Botsman, 2015). The scientific literature presents the benefits of using sharing services. since initially sharing was aimed at offering unused or underutilized assets and resources (Belk, 2007; Hamari, Sjöklint and Ukkonen, 2015), it is concluded that the sharing economy motivates more responsible and reasonable consumption. Digital platforms that provide peerto-peer asset exchanges provide consumers not only with access to assets that they cannot purchase, but also provide an opportunity to earn additional income (Botsman and Rogers, 2010). Another positive feature of sharing is the expansion and activation of social contacts and interaction, which not only meets the need for people to communicate, but can also socially activate them, turning them into active citizens (Benkler, 2006; Frenken, Meelen, Arets, and van de Glind, 2015). Methodology Empirical data on the sharing economy users motivation was collected by an online survey. The questionnaire included 2 main sections: the first identifies the attitude of respondents to the sharing economy and frequency of using sharing services, as well as the desire and intention to use them in the future. In the second section respondents were asked to fill in their agreement or disagreement with the statements about sharing. The level of agreement with each statement had to be estimated using a 7-point Likert scale from “completely agree” to “completely disagree”. The integral assessment of each motivation was the sum of points for all responses for each type of motivation. The more points the respondent scored in the survey, the more pronounced the motivation was. Since later models describing the motivation for participation in sharing consumption are based on integral estimates, a group of questions on motivations was tested for reliability by calculating the Cronbach alpha. This coefficient shows the level of internal consistency of responses to the questions. The coefficient was calculated using the SPSS program. The calculation algorithm involves calculating the correlation coefficients between the questions, then finding the average and calculating the Cronbach alpha directly. The interpretation result is shown in table 1. The sufficient level of this coefficient should be at least 0.7. Table 1 - Kronbach alpha interpretation Meaning Interpretation [0,9; 1] Very good [0,8; 0,9) Good [0,7; 0,8) Sufficient [0,6; 0,7] Doubtful [0,5; 0,6) Poor (0; 0,5) Insufficient Motivation to sharing In the research literature, there is already empirical evidence of the existence of certain drivers of shared consumption in the models of car sharing (Bardhi and Eckhardt, 2012) rental housing (Tussyadiah and Pesonen, 2015), and exchange of tangible assets (Möhlmann, 2015). Many authors believe the key driver of sharing is maximizing personal utility (Belk, 2007; Hamari, Sjöklint, and Ukkonen, 2015). Personal utility includes such indicators as cost, consumer value, and convenience. All of them relate to economic benefits. Among the studied motives for sharing, pleasure and a sense of novelty have been identified. Innovators by nature tend to experience pleasure from the use of new technologies and distribution channels, especially with the mediation of digital platforms. This motivation can be attributed to internal motives, but it is associated with an external factor such as maintaining your reputation as an innovator and sophisticated user among members of your community. This last motive can already be attributed to the social benefits of sharing (Tussyadiah and Pesonen, 2015). Social benefits can also include a sense of belonging to a community or network, such as a toys library or children's clothing library. However, when sharing tools, for example, according to some researchers (Meelen and Frenken, 2015), economic motives prevail. Since we see that the drivers of sharing include access, user's belonging to a particular community, it is advisable to classify motives not as external – internal, but by the bottom lines of sustainable development - into economic, environmental and social. Basing on the data available in the scientific literature, three groups of motives were identified: economic, ecological, and social. Economic motivation includes such factors as access is The testing results for question groups are presented in table 2. Table 2 - Cronbach alpha meanings Questions groups Cronbach alpha n=182 Economic motivation 0,839 Ecological motivation 0,903 Reputation motivation 0,937 Enjoyment motivation 0,891 26 We can conclude that the strongest motivation of respondents is economic - the desire to save money or time making the transaction easy and convenient. The second most important motivation is ecological - saving resources and using sustainable consumption. The significance of these motivations is greater than the average level for all motivations. It is interesting to note that at the value of slightly more than 20, the curves of these motivations intersect, which indicates that there is a certain percentage of respondents for whom the motivation to save resources is a priority over saving. The third most important motivation is enjoyment from the process of sharing consumption. And the fourth, different from the others, the least significant is reputation - improving the image among members of the community. All the results obtained are >0.7, although the answers to questions that reveal motivations and emotions should not be expected to be highly consistent. Therefore, there is a good internal consistency of the statement groups in the questionnaire. Results and discussion Fuzzy sets were used to model the motivations for sharing consumption. The use of fuzzy logic for analyzing survey results is justified, because unlike standard logic that operates with binary values (Yes/no, true/false), it allows to work with fuzzy estimates ("more important to me", "I agree rather than disagree", "less important to me"). To build models, the total range of score values (4 questions times 7 points (maximum) equals 28 points) was divided into parts, then the number of responses in each part of the questionnaire was calculated, as well as the proportion of responses and their accumulated values. The accumulated share of responses sets the membership function of a fuzzy set that expresses the concept of the "type of motivation for using sharing consumption" in terms of a point-based assessment of the motivation significance. These pairs of numbers can be joined by ae curve that passes closest to the points in Microsoft Office Excel. Figure 1 shows models of motivation to participate in sharing consumption in the form of fuzzy sets. In our case, the fuzzy set is characterized by a sigmoid membership function, since it is used to set type uncertainties: "a significant number", "of great importance", "high level", etc. μ Conclusions Comparing the results of this research to data in other publications (Hamari, Sjöklint, and Ukkonen, 2015; Möhlmann, 2015; Nijland, Van Meerkerk, and Hoen, 2015; Quico Marin Anglada & Ana Beatriz Hernández Lara, 2019) can show similar patterns of motives guiding consumers in using sharing economy. With sustainable development and economy being important motivation for all research results, research of the Russian consumers showed that reputation is the least important motive. Sustainable development being an important factor in the formation of positive attitudes towards sharing, the economic benefits are a stronger motivator for intentions to participate in sharing economy. Our results also support the idea that positioning sharing as a sustainable activity can result in an increase in frequency of use. Our results, however, also showed that the positive attitude to sharing as a sustainable consumption pattern may not translate into a more intensive use of sharing, as consumers are using it for predominantly economic benefits. It shows that some authors were right to believe (Hamari, Sjöklint, and Ukkonen, 2015) that some consumers are demonstrating their altruistic attitude and share their assets while others are just enjoying the benefits of sharing. This may affect the sustainability of sharing economy in general. In summary this research can have several implications for the providers of digital platforms and sharing services. The sharing should be easy and comfortable to use because enjoyment is an important motivator. Future research can consider measuring the frequency of use affected by different motives, preference of different motives by consumers of different age groups, and the motivation pattern differences for those who are providing the assets and those who get the assets through sharing. 1,5 1 0,5 0 0 10 20 30 Экономия Economic benefits Сбережение ресурсов Sustainability Улучшение имиджа Reputation Балл Получение удовелетворения Enjoyment Среднее Mean Figure 1. Models for motivations of sharing consumption 27 sharing economy option again // Journal of Consumer Behaviour - 14(3) - 193-207 - DOI: 10.1002/cb.1512 Nijland, H., Van Meerkerk, J. and Hoen, A. (2015). Impact of car sharing on mobility and CO2 emissions. PBL Netherland Environmental Assessment Agency, No. 1842. [Электронный ресурс] Режим доступа: https://www.pbl.nl/en/publications/impact-of-car-sharingon-mobility-and-co2-emissions (Дата обращения 19.07.2020) Petrini, M., Freitas, C. S. de, & Silveira, L. M. da (2017). A proposal for a typology of sharing economy. Revista de Administração Mackenzie, 18(5), 39-62. DOI: 10.1590/1678-69712017/administracao.v18n5p39-62, [Электронный ресурс] Режим доступа: https://www.researchgate.net/publication/321152498_A_pr oposal_for_a_typology_of_sharing_economy/ PricewaterhouseCoopers (2015) The Sharing Economy: Sizing the Revenue Opportunity [Электронный ресурс] – Режим доступа: http://www.pwc.co.uk/issues/megatrends/collisions/sharing economy/the-sharing-economy-sizing-the-revenueopportunity.html (Дата обращения 19.06.2020) Quico Marin Anglada & Ana Beatriz Hernández Lara (2019) Research on sharing economy: why are some articles more cited than others? Economic Research-Ekonomska Istraživanja, DOI: 10.1080/1331677X.2019.1694427 [Электронный ресурс] Режим доступа: https://www.tandfonline.com/doi/full/10.1080/1331677X.2 019.1694427 (Дата обращения 19.07.2020) Saginov.Y., Zavyalov D., Saginova O. Distributed use economy: main concepts and characteristucs // Russian Journal of Innovation Economics, Vol. 10, Number 3 (July – September 2020) doi: 10.18334/vinec.10.3.110726. Tussyadiah, I. P., and J. Pesonen (2015) Impacts of Peerto-Peer Accommodation Use on Travel Patterns // Journal of Travel Research 55 (8) – с.1-19. https://doi.org/10.1177/0047287515608505 References Bardhi F., & Eckhardt, G. W. (2012). Access-based consumption: The case of car sharing. Journal of Consumer Research, 39(4), 881-898 DOI: 10.1086 Belk R. (2007). Why not share rather than own? The ANNALS of the American Academy of Political and Social Science, 611(1), 126-140. Benkler Y. (2006). The Wealth of Networks: How Social Production Transforms Markets and Freedom. New Haven and London: Yale University Press. 528 p. Botsman R. (2015) - Defining The Sharing Economy: What Is Collaborative Consumption And What Isn’t? – FastCompany – [Электронный ресурс] – Режим доступа: https://www.fastcompany.com/3046119/defining-thesharing-economy-what-is-collaborative-consumption-andwhat-isnt (Дата обращения 18.07.2020) Botsman R., & Rogers, R. (2010). Beyond Zipcar: Collaborative consumption. Harvard Business Review, 88(10), p. 30. Botsman R., Rogers R., (2010) What’s Mine Is Yours: The Rise of Collaborative Consumption, HarperBusiness. 280 pp. Fitzmaurice, C. and Schor, J. (2015) Collaborating and Connecting: The Emergence of the Sharing Economy. In: Reisch, L. and Thogersen, J., Eds., Handbook of Research on Sustainable Consumption, Edgar Elgar, Massachusetts, 410425. Görög Georgina (2018) The Definitions of Sharing Economy: A Systematic Literature Review / Management, University of Primorska, Faculty of Management Koper, vol. 13(2), pages 175-189 [Электронный ресурс] Режим доступа: http://www.hippocampus.si/ISSN/18544231/13.175-189.pdf (Дата обращения 10.06.2020) Hamari J., M. Sjöklint, and A. Ukkonen (2015) The Sharing Economy: Why People Participate in Collaborative Consumption // Journal of the Association for Information Science and Technology - 67 (9) – с.2047–59. Johansson, A.; Kisch, P.; Mirata, M. (2005) Distributed economies - A new engine for innovation. Journal of Cleaner Production, 13(10–11), pp. 971–979. Meelen T., Frenken K. (2015) Stop Saying Uber Is Part of the Sharing Economy Fast Company [Электронный ресурс], Режим доступа: http://www.fastcoexist.com/3040863/stop-saying-uber-ispartof-the-sharing-economy (дата обращения 18.07.2020) Möhlmann Mareike (2015) Collaborative consumption: Determinants of satisfaction and the likelihood of using a Acknowledgements Prepared in the framework of the state task of the Ministry of Science and Higher Education No. FSSW-2020-0009 "Developing a methodology for managing the competitiveness of enterprises in the field of commodity circulation in the digital economy”. 28 Entrepreneurial Culture in India: A Comparison with the BRICS Economies Sunayana, Jamia Millia Islamia, New Delhi, India Rakhshanda Parveen, Jamia Millia Islamia, New Delhi, India entrepreneurs (Drennan, Kennedy, & Renfrow, 2005). Hence in developing the government policies, fostering entrepreneurial culture must be understood. Pre liberalization, businesses in India were characterized by ambition, licenses, contacts within Government, and an understanding of the bureaucratic system (Jain, 2011). The motivation behind the businesses was the ‘Swadeshi’ movement whose aim was to make India self-reliant. The advent of liberalization policy in India during 1991 changed the landscape of competition in India. The family businesses which dominated the country faced severe competition from the global market in the form of technology, better managerial resources, and financial resources. Hence, they re-oriented and re-focused their perspective towards business and competitiveness. Almost three decades from then, IBEF (2019) reckoned that India will be amongst the top three economic powers in the world in the coming 10 to 15 years. India has even managed to retain its third position as the largest startup base in the world (NASSCOM, 2019). Moreover, Manipal Global Education Chairman T.V. Mohandas Pai said at a tech conclave at NSE that India will have 1,00,000 start-ups by 2025 (Livemint, 2018). These aspirations have to be backed up by both economic and non-economic supports from the Government. Some of the measures already undertaken are the MUDRA scheme, Start-up India, and Digital India. This paper aims to study the entrepreneurial culture in India—as compared to the BRICS countries—through the framework provided by the World Economic Forum’s Global Competitiveness Index and Global Entrepreneurship Monitor. On the basis of these indices, the level of entrepreneurial activities prevailing in the country will be assessed. Studies have proved that entrepreneurship coherent with cultural values may improve a country’s GDP levels. On this premise, this study aims to assess the entrepreneurial culture in India. The individual-level analysis is used to study the behaviour and attributes of individuals towards entrepreneurship. Two indices are used in this study. The first one is the Global Competitiveness Index which measures the overall competitiveness of an economy across 12 pillars. The next index is the Global Entrepreneurship Monitor which measures entrepreneurial activity across nations. The study through these reports strives to present the picture of India as compared to the BRICS countries specifically. The level of entrepreneurial activities prevailing in the country will also be assessed. The results of this study will help in focusing on the areas which play a crucial role in fostering the entrepreneurial culture in an economy. It will also help in identifying the factors which need to be improved in order to have a conducive environment. Introduction The role of entrepreneurship in the development of an economy is unquestionable. Extant literature, reports, and studies have manifested the impact of entrepreneurship on economic growth (Carree, van Stel, Thurik, & Wennekers, 2017), job creation (Faria, Cuestas, & Mourelle, 2010), innovation, and productivity. Entrepreneurial activity, in turn, is largely affected by various economic, cultural, political, and technological factors (Wennekers, 2006). These factors help in explaining the cross-national differences in terms of the rate and intensity of entrepreneurial activity. However, the effect of culture and value systems across countries is substantial. Some classic studies (Hofstede, 1980; Lynn,1991; Shane,1993) have already propagated the importance of culture and presented various scales to measure the variation across nations. These studies have made us realize that in realizing the national policies, the importance of non-economic factors cannot be undermined (Keating, Loughlin, & Deschouwer, 2003). Fostering entrepreneurship has become the main issue in the growth and economic development of the nation. But the question remains—how to meet the demands of the entrepreneurs and more importantly how to supply the Theoretical Background Entrepreneurial culture is an ill-defined concept in the academic field and is often misinterpreted with other terms (Brownson, 2013). Some studies contemplated organizational culture with entrepreneurial culture (Dulčić, 2003; Prabhu, 2005), entrepreneurial climate (Goetz & Freshwater, 2001), regional cultures of innovation (Venkatraman, 2004). Brownson (2013), conceptualizes the 29 term as “a society that depicts the exhibition of the attributes, values, beliefs (attitude or mindset) and behaviour associated with entrepreneurs by individuals in such a society which distinguishes them from others.” This definition is apt in the sense that the rate of entrepreneurship differs across nations and even within the nation over time (Wennekers, 2006). Entrepreneurs are considered agents of change within the economy. Hence to increase employment opportunities and facilitate economic growth, fostering entrepreneurial culture is important. McClelland (1961) is believed to primarily propagate the relationship between entrepreneurial culture and economic development. Through the study of 22 countries, he concluded that the achievement motivation in individual behaviour affects the economic growth of the society. Hofstede’s (1980) contribution is remarkable in understanding the cultural variances across the nation. These variances are measured across six dimensions which are based on the values society has placed in its culture. Wennekers, van Stel, Thurik, and Reynolds (2005) have tested a model using two different measures. They measured the rate of nascent entrepreneurship through the national culture of 36 countries. The literature deduces that the entrepreneurial culture of a country can be explicitly assessed through some developed measures. Hence, in subsequent sections, we will set forth to understand the entrepreneurial culture in India through various measures and indices. Table 1. Business Dynamism in India and BRICS Index Abbr. Business Dynamism India BRICS 60.0 62.32 I. Entrepreneurial culture Attitude towards entrepreneurial risk EC 55.5 54.04 EC1 55.2 54.36 Willingness to delegate authority Growth of innovative companies Companies embracing disruptive ideas EC2 55.7 58.16 EC3 59.3 54.18 EC4 51.7 49.42 II. Administrative requirements Cost of starting a business AR 64.6 70.61 AR1 92.8 97.88 Time to start a business Insolvency recovery rate AR2 AR3 83.9 28.5 81.28 33.26 Insolvency regulatory framework AR4 53.1 70.02 Source: Own compilation (Data from Global Competitiveness Report, 2020) Global Competitiveness Index India scored almost equal to the average of BRICS countries taken together. Entrepreneurial culture ranked higher in India which comprises of attitude towards entrepreneurial risk, willingness to delegate authority, growth of innovative companies, and companies embracing disruptive ideas. Willingness to delegate authority (EC2) is the willingness of senior managers to delegate the authority to the business unit heads and lower-level managers. This attribute needs some improvement which will ultimately improve the efficiency and productivity of both the manager and the subordinates (Sostrin, 2017). A good score in the “growth of innovative companies” (EC3) owes to the fact that the rate of start-ups is increasing which adapts the innovative techniques, strategies, and technologies to stay competitive in the market (Dods, 2018). These companies invest in R&D and innovation. Five Indian companies also made to the list of 100 Forbes World’s Most Innovative Companies (Forbes India, 2018). Being innovative and disruptive (EC4) go hand in hand. In order to embrace disruption, companies must invest in innovation, and sometimes it also involves transforming the core business (Curley, 2015). This is enhanced by the risk propensity of the entrepreneurs (EC1) who embrace the changes, risk, and new business models reluctantly. Every year the World Economic Forum releases the ranking of the countries based on their “Global Competitiveness Index”. They use an extensive methodology to rank the countries based on certain indicators divided into 12 pillars. These 12 pillars are broadly categorized into four variables: Enabling environment, Human capital, Markets, and Innovation ecosystem (World Economic Forum, 2019). In Table 1 below, the competitiveness index of India as compared with the average of BRICS countries are given. The BRICS countries are taken in the context because these countries are the fastemerging economies and are expected to contribute around 47% to the global GDP by 2050 (Zouhair, Lanouar, & Ajmi, 2014). These countries share the same advantage of manufacturing and raw materials supplying economies. According to the scope of the study, the comparison is made only on the 11th pillar of the index, i.e. business dynamism that consists of “Administrative Requirements” and “Entrepreneurial Culture” (Table 1). The scores are on a scale of 0 to 100, where 100 is considered optimal. 30 Probing into the administrative requirements, we can see that the BRICS nation as a whole has a high score in the cost of starting a business (AR1) as well as the time required to start a business (AR2), depicting ease in starting a business. They also host a good growth of innovative companies. These administrative requirements along with the entrepreneurial culture create an environment of business dynamism which creates agility and productivity in an economy. To better understand the position of India amongst the BRICS nation, the scores are presented through the chart given below (Figure 1). We have used abbreviations to represent each variable. Global Entrepreneurship Monitor As mentioned above, GEM helps in creating the understanding needed by the entrepreneurs in better decision-making, making businesses more profitable. This understanding helps in making sound policies striving towards growth. It basically measures entrepreneurial activities across various parameters in a diverse number of countries. In 2019, 50 countries participated in the research (Bosma et al., 2020). The entrepreneurial behaviour and attitude are explained through six parameters consisting of multiple items. The data is collected through the Adult Population Survey (APS) to study the entrepreneurial aspirations of the individual. However, the scope of the study limits us to study only two parameters. The attitude and behaviour of Indian individuals towards entrepreneurship vis-à-vis regional average are given in Table 2 below. Business Dynamism Index (2019) 100 Table 2. Entrepreneurial Attitudes, Perceptions, and Motivations 50 0 Index India BRICS Self-perceptions 68.79 47.97 Perceived opportunities rate 83.10 58.88 Perceived capabilities rate 85.20 62.12 Ease of starting a business 80.0 50.00 Fear of failure rate 62.37 47.54 Entrepreneurial intentions rate 33.30 21.32 Motivations 85.32 62.09 To make a difference 86.8 58.00 Build great wealth 87.2 64.22 Continue family tradition 79.8 43.98 To earn a living 87.5 82.16 EC1 EC2 EC3 EC4 AR1 AR2 AR3 AR4 India BRICS Figure 1. Comparison of India and BRICS through Business Dynamism Index Source: Own Compilation Entrepreneurial culture also comprises of entrepreneurial attributes, values, behaviour, and mindset (Brownson, 2013). A proper policy intervention should always be considerate of these factors as well. Raab, Stedham, and Neuner (2005) in their study on business students in Germany and the U.S. explored that to generate the understanding of entrepreneurship and foster it, the entrepreneurial attributes have to be realized. Some of these attributes are stable however some can be nurtured via external triggers (Robinson, Stimpson, Huefner, & Hunt, 1991). They are considered to have an impact on the mindset and behaviour of the individual which compels them to be self-employed (Luthje & Franke, 2003) and start a business (Gray, Foster, & Howard, 2006). Therefore, the programs and policies should be directed towards cultivating the individuals’ attitudes regarding entrepreneurship as they might not dive into this field even after having the appropriate knowledge about the business. ‘Global Entrepreneurship Monitor’ is one such platform that generates reports that help in understanding the behaviours and attitudes needed to thrive in setting up businesses. The next section will discuss it in detail. Source: Own Compilation (Data from Global Entrepreneurship Monitor Report, 2020) All the figures are calculated based on the survey of around 3000 working-age adults (16-24 years) in each economy. When compared with BRICS countries, India has better scores in every indicator showing better entrepreneurial behaviour and attitude towards entrepreneurial activities. The results are represented through the radar chart to have a better visualization (Figure 2). 31 India BRICS Entrepreneurial Activity Perceived opportunities rate To earn a living Continue family tradition Build great wealth To make a difference 15 Perceived capabilities rate 14,97 11,42 11,92 6,96 10 0,81 0,17 5 Ease of starting a business 0 TEA Fear of failure rate Est. Business Ownership 2018 EEA 2019 Figure 3. Entrepreneurial Activity in India (2018/2019) Source: Own Compilation (Data from Global Entrepreneurship Monitor Report, 2020) Entrepreneurial intentions rate Entrepreneurial Employee Activity or EEA is the proportion of adults involved in entrepreneurship within an existing organization, Established Business Ownership is the proportion of adults owning and managing an established business, and finally, Total early-stage Entrepreneurial Activity or TEA is the proportion of adults who are actively involved in starting or running new businesses in their economy (Bosma et al., 2020). Indian economy (as can be seen in Figure 3) is largely manifested by TEA which means that the startup activities are spurring in the economy more than the other two types of activities. This is also evident by various reports published by NASSCOM (2019) and IBEF (2019) mentioned in the introduction section of this study. Various Entrepreneurship Development Programs have also been initiated by the Ministry of micro, small, and medium enterprises as well as National Small Industries Corporation. These EDPs provide understanding and training through incubation to young individuals having an entrepreneur mindset (NSIC, 2020). It helps us to understand that the population which involves either directly or indirectly with entrepreneurship is developing a positive mindset towards entrepreneurship, though gradually, year after year. Figure 2. Entrepreneurial Behaviour and Attitude in India Source: Own Compilation This index which we analyzed is very important in understanding entrepreneurship in any economy because attitudes, perceptions, and ambition heavily influence the entrepreneurial process. A high score in self-perception means a potential entrepreneur perceives a good opportunity to start a business in his/her country keeping in mind their own capabilities, skills, and knowledge. At the same time, they scan the possible risks, costs, or rewards associated with that opportunity. These factors are obviously affected by the environment around it as well as the individual’s motivation. The major motivation for starting or engaging in entrepreneurial activity is to earn a living followed by motivation to build great wealth. Discussion Now that we have assessed the entrepreneurial culture in India and also the attitudes and perceptions required to indulge in entrepreneurship, we next validate this information with the help of Entrepreneurial Activity Indicator. It indicates the percentage of adults aged 16-24 years who are in the process of either starting a business or have already started one (Bosma et al., 2020). We present this indicator as compared with the previous year to understand the increase (or decrease) in the entrepreneurial activity in India. This will help us to understand whether the indices studied above actually help in creating culture conducive to entrepreneurship. Conclusion The reports and researches have emerged to be an eminent source for policymakers and researches, be it by the World Economic Forum (Global Competitiveness Index) or Global Entrepreneurship Monitor. The primary motive of the study was to understand the position of India as compared to the BRICS economy. The study has identified the factors and characteristics that help in creating the entrepreneurial culture in an economy. The indices used to study the level of entrepreneurial activity within the Indian economy give us a bird’s eye view of the Indian entrepreneurial landscape. 32 The impact of entrepreneurship on economic development is highly influenced by cultural values, but its role as a determinant of entrepreneurship is a less researched approach (Wennekers, 2001), least to say. 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An Implementation of Moderator Analysis Tutku Tuncalı Yaman, Beykent University, Istanbul, Turkey Gülgönül Bozoğlu Batı, Yalova University, Yalova, Turkey Female entrepreneurs face numerous challenges in their lives. Due to their various roles in their social life it emerges as an important question that “how they can become successful as much as their male counterparts?” It is versatile question that we should analyze from different point of views. The purpose of this study is to investigate political skill of Turkish female entrepreneurs and effects of political skill of female entrepreneurs with their growth intension. By using moderator effect theory, education levels of women moderate the positive relationship between political skills and growth intention. Keywords: Growth intention, political skill, female entrepreneurs, moderator analysis importance of political skills. Entrepreneurs are rarely handled on this perspective (eg. Prieto, 2010; Cong, Dampsey & Xie, 2015). This study focuses on entrepreneurs in Turkey, specifically female ones. Entrepreneurs who have higher political skills are more successful on business operations than with low skills ones (Tocher et al., 2012; Baron & Markman, 2000; Stam & Elfring 2008). We see that political skill level and firm performance have been commonly researched. Most of the studies show that political skill has a positive relationship with job performance (eg: Brickle et al., 2011; Semadar et al., 2006). We are investigating and expect similar result for growth intension. Entrepreneurship is become widespread research topic because; it is associate closely with economic development and prosperity. Although it has undeniable importance on countries’ economic development (Minniti, 2008; Naude´, 2010; Naude´ et al., 2008), there are limited researches for developing countries. Studies mostly focus on USA and other industrialized countries (Cetindamar, 2005; Gupta et al., 2009). There are also limited researches for female entrepreneurs. Nevertheless, female entrepreneurs have a critical importance on development of the countries. As seen at table 1, women entrepreneurship and GDP are related to each other. In Turkey, which is a developing country, women’s employment rate 33,1% (TUIK, 2020) and total of women employer rate and own account worker rate is 10,7 (TUIK, 2017). These percentages are quite weak when we compare Turkey with many European Countries. Therefore, it becomes very important to enact women in economic arena in order to increase economic performance and sustainable development of the countries. Many academicians agree on organizations are political arenas (Minzberg, 1985). Therefore, political skill of entrepreneurs influences their business success. There is strong relationship between political skill and career success of managers (Preffer, 1981; Mintzberg, 1983; Pavett & Lau, 1983). Entrepreneurs are not only managing their business but also, they are carrying their investment responsibility. On this point of view entrepreneurs are differ from managers. Many researches worked on managers and they proofed Figure 1. Women Entrepreneurship and Economic Development Resource: TUIK (Turkish Statistical Institute) Ç:Quarter www.tuik.gov.tr, access 26 July 2020. Contrary to males, females seem political skill as a barrier and they tend to benefit from formal organizational systems to reach knowledge and support (Ferris et al., 2010). Mainiero (1994: 6), argued that "political skill is a necessary, even vital, aspect of women's career advancement". In the light of this anchorage this study aims to address these following research questions: RQ1: What is the political skill of Turkish female entrepreneurs? RQ2: What is the relationship between political skill of 35 conceptualization, until Ferris and his collages started research programme (Ferris et al., 2005). They suggested multidimensional and contend-valid measure of political skill that consist of four dimensions (Ferris et al., 2005): Social astuteness, interpersonal influence, networking ability and apparent sincerity. Political skill differs from managerial skills. It is possible to measure social effectiveness by using Political Skill Inventory. Social effectiveness has a key role to maintain positive relationships with stakeholders and thereby minimize negative effects in business context (Cong, Dempsey and Xie, 2017). There are many issues differ for each gender in entrepreneurship. Sandi Mann (1995) claim that women rarely use policy in organizations contrary to men, and this put them in a disadvantageous position. We are investigating female entrepreneurs separately in this research. Female entrepreneurs' political skill circumstances will be indicated. female entrepreneurs and their growth intention? RQ3: Is there any factor that has an effect on relationship between political skill and growth intention? Theory and Hypothesis Researches on political behavior are mostly measure outcomes like performance ratings, promotion decisions, and supervisor liking (Ferris, Hochwarter et al., 2002). Beside positive contributions of small business to economical life, our knowledge about the small business growth is not enough and theoretical development has been limited (Wiklund et al., 2009). The research literature is highly diverse. In framework of this study, political skill situation of female entrepreneurs will be shown up and their political skill and growth intension relation will be investigated. Some demographic factors’, such as education, marital status and number of children, affection will be examined by using moderator effect theory. Figure 2. Theoretical Model Settings Entrepreneurial Political Skill and Growth Intention Entrepreneurs’ ability influence of others’ actions in their business environment can be defined as entrepreneurial political skill (Cong, Dempsey, & Xie, 2017). By using political skill, entrepreneurs can maintain positive relationship with their stakeholders, and they can overcome conflicts more easily (Tocher et al., 2012). Therefore, success of the business namely firm performance, high growth intension, capacity of investment depends heavily on entrepreneurs' political skill. There are four dimensions of the political skill. First, social astuteness can be define, as people understand social interactions well and change their behaviors due to situations. Second, interpersonal influence, allows people to adapt and calibrate their behaviors to different circumstances. Third, networking ability is making friendship easily and building strong and beneficial alliance and coalitions. Fourth, apparent sincerity is having high levels of integrity and being authentic, sincere and genuine (Ferris et al., 2007). The desire to grow in business is called as venture Political Skill Political skill defines as “the ability to effectively understand others at work, and to use such knowledge to influence others to act in ways that enhance one’s personal and/or organizational objectives” (Ahearn, Ferris, Hochwarter, Douglas, & Ammeter, 2004: 311). The term of “political skill” was used firstly by Preffer (1981) as refer to a manager’s ability in organization’s political arena to understand others and use this ability for the benefit of personal and organizational goals achievement (Ahearn et al., 2004). This term was conceptualized by Mintzberg (1983, 1985) and to date, successor researchers have emphasized how important political skill is on organization’s policies (Ferris et al., 1994; Perewe et al., 2000; Luthans et al., 1988; Mainiero, 1994; Spencer & Spencer; 1993). It can be clearly seen that, the term of political skill was dormant for nearly two decades after 36 H1f: Entering a new market is positively related to Political Skill. H1g: Adding a new business domain is positively related to Political Skill. H1h: Expanding distribution channels is positively related to Political Skill. growth intension. Growth is seen successful outcome of the firms. It has an important impact not only on business itself but also on local, regional and national level of economy (Costin, 2012). Regarding female-owned business’ growth intentions has produced mix results (Jennings & Brush, 2013; Morris et al., 2006; Davis & Shaver, 2012). Some researchers find female entrepreneurs tend to be smaller and to grow less than their male counterparts (Carter & Allen, 1997; Still & Timms, 2000). Some of them find no significant differences (Kevane & Wydick, 2001; Storey, 2004; Robb & Watson, 2012). The Moderating Role of Demographic Factors In addition to business life, women have different roles in their social lives. Women, in Turkey, have an equal opportunity for education with men. But they have more responsibility than men due to their roles as a wife and mother. These roles influence their work life performances. Due to TUIK data (2013), around 58% of women in Turkey explain their reason not to participate to work life with their household tasks. It is found that female entrepreneurs’ family life is decisive for growth intension (Davis & Shaver, 2012). Jennings and McDougald (2007) argue that family related roles predominantly depict business size. Therefore, marital status and number of children they owned can have a moderate role on their business. Hypothesis 2: Demographic factors will moderate the positive relationship between Political Skills and Growth Intention. H2a: Education level will moderate the positive relationship between Political Skills and Growth Intention, such that the relationship will be stronger for women who have higher education. H2b: Martial status will moderate the positive relationship between Political Skills and Growth Intention, such that the relationship will be stronger for women who are married. H2c: Number of children owned will moderate the positive relationship between Political Skills and Growth Intention, such that the relationship will be stronger for women who have more children. Cliff (1998), featured female entrepreneurs deliberately choose slow growth for their business. Since they enable themself to continue management of their business, spent reasonable amount of time and energy. By this way, they can balance their work and family life. Family life cycle relates with growth intension (Davis & Shaver, 2012). Since growing of the firms takes risk, it can be desirable or undesirable (Flamholtz & Randle, 1990). Some entrepreneurs fear to lose control of their enterprise (Cliff, 1998) and they can prefer desirable growth for their firms (Achtenhagen, Naldi, & Melin, 2010). This discussion demonstrates that growth intension is related with entrepreneurs themselves. So, our research will investigate the hypothesis below: Hypothesis 1: Political Skill (and its dimensions) is positively related to Growth Intention (and its dimensions). H1a: Social astuteness is positively related to Growth Intention. H1b: Interpersonal influence is positively related to Growth Intention. H1c: Networking is positively related to Growth Intention. H1d: Apparent sincerity is positively related to Growth Intention. H1e: Adding a new product strategy is positively related to Political Skill. Methodology This section covers the information about the sample and procedures, which used to test the proposed theoretical model shown in Figure 1. Sample and Measures The sample consisted of 348 female entrepreneurs from the most developed region of Turkey. İstanbul, Kocaeli and Bursa cities, in mentioned region, are locomotive of the Turkish economy and those cities have the lowest gender inequality due to report for 2016 (TEPAV, 2016). Descriptive statistics of demographic factors are given in Table 1. in the following page. [The other tables (Table 2., Table 3., Table 4., Table 5., and Table 6 are given after the References section at the end of the paper.)] 37 the following Equation 1; Table 1. Sample Characteristics Description Marital Status Single Married Divorced Education Primary School Secondary School High School University Master / PhD Number of Children 0 1 2 3 Frequency 75 234 36 21.7 67.8 10.4 23 33 138 112 39 6.7 9.6 40 32.5 11.3 127 126 78 14 𝑌 = 𝛼 + 𝛽1 𝑋 + 𝛽2 𝑀 + 𝛽3 𝑋𝑀 + 𝜀𝑌 Percent (1) where 𝛽3 indicates effect of the moderator variable. For further details about the procedure please refer to (Hayes, 2012). For the ease of implementation, Moderation Analysis was performed in PROCESS, which is a computational tool available for SPSS. It is launched by Hayes (2013) and downloadable at no charge from www.processmacro.org. Main differences between PROCESS and Structural Equation Modeling (SEM) Techniques are discussed in (Hayes, Montoya & Rockwood, 2017). 36.8 36.5 22.6 4.1 Results By pursuing to test Hypothesis 1; descriptive statistics, and coefficients of Pearson’s correlations of the dimensions of studied variables are shown in Table 2. Likewise, prior to mediator analysis, which is indented to perform in order to test Hypothesis 2, coefficients of Spearman’s correlations are calculated (see Table 3). According to statistically significant results of correlation analysis, there is a positive linear relationship between political skill and education level. Even though, only education level shows a significant relationship between political skills, mediator effects of all three demographic variables (education level, martial status and number of children) are investigated. In line with the stated objective of the research, relationship between political skill and growth intension specifically on product/market expansion has been measured. Two scales are used for this research: Political Skill Inventory (PSI) and growth intension. The Political Skill Inventory is a self-report questionnaire developed for measuring success in organizations (Ferris, et al., 2000; Ferris et al., 2005). It consists of four aspects: social astuteness, interpersonal influence, networking ability and apparent sincerity (Ferris et al., 2005). The Cronbach’s alpha of PSI is 0.85. Growth intension scale (GIS) consists of four aspects again: Functional (grouped by skill), product and market (grouped by output), team based, combination (one or more of the other aspects) (Gundry & Welsch, 2001). In this research, only “product and market growth” intensions are asked to female entrepreneurs. This study sought to answer of following questions: “Adding a new product or service”; “Selling to a new market”; “Expanding distribution channels” and “Researching new markets”. The Cronbach’s alpha of GIS is 0.871. All scales used a 5-point Likert type agreement scale in which 1 = ‘‘strongly disagree’’ and 5 = ‘‘strongly agree’’. Items comprising each scale were averaged to create composite measures for each variable, namely political skill and growth intension. Hypothesis Testing Our first hypothesis proposed that Political Skill (and its dimensions) is positively related to Growth Intention (and its dimensions). According to correlation analysis results in Table 3, H1a, H1c, H1e, H1f, and H1h are accepted since correlation coefficients of stated relationships between variables are significant. The second hypothesis of the study indicates the moderator effect of demographic factors (education level, martial status and number of children) will moderate (strengthen) the positive relationship between Political Skills and Growth Intention. To test this hypothesis, the procedures of Hayes (2017) and three different mediator analyses were performed to investigate whether there were significant interaction effects of demographic factors on the positive relationship between political skills and growth intention. The estimation results of the model are detailed in Table 4. F-test (F=25.26; p<.01) showed that the model is valid and the interaction term is significant with a positive value (𝛽3 = .1899; p<.05). Graphically illustrated pattern of the significant interaction is showed in Fig. 4. According to the results higher education levels (university and masters/PhD) are strengthen the relationship between political skills and growth intention. With reference to mentioned results, H2a is accepted. Subsequent to correlation analysis results (see Moderation Analysis The Moderation Analysis is used when a variable is interested in testing whether the magnitude of a variable’s effect on some outcome (dependent) variable of interest depends on a third variable or set of variables. As illustrated in Figure 3, X is defined as independent variable, which has a causal influence on Y. But, in this context, mentioned effect is also affected or moderated by M. If we form the conceptual model to a linear equation, Y can be estimated by 38 Ferris, G. R., Mierke, J., Witzki, A. H., & Momm, T. D. (2011). Role of political skill in job performance prediction beyond general mental ability and personality in crosssectional and predictive studies. Journal of Applied Social Psychology, 41: 488-514. Cetindamar, D. (2005). Policy issues for Turkish entrepreneurs. International Journal of Entrepreneurship and Innovation Management, Vol. 5 Nos 3/4, pp. 187-205. Cliff, J.E. (1998). Does one size fit all? Exploring the relationship between attitudes towards growth, gender, and business size. Journal of Business Venturing, 13, 523–542. Cong,C.,Dempsey,M.&Xie,H.M.(2017).Political skill, Entrepreneurial orientation and organizational justice A study of entrepreneurial enterprise in China. International Journal of Entrepreneurship Behaviour & Research. 23(1). 20-34. Costin, Y. (2012). In pursuit of growth: an insight into the experience of female entrepreneurs. International Journal of Gender and Entrepreneurship, 4(2), 108-127. Davis, Amy E. and Kelly G. Shaver, (2012). Understanding gendered variations in business growth intentions across the life course. Entrepreneurship & Regional Development, 36 (3), 495-512. Davis, A., & Shaver,K. (2012). Understanding gender variations in business growth intentions across the life course. Entrepreneurship Theory and Practice, 36, 495–512. Ferris, G. R., Frink, D. D., Gilmore, D. C., & Kacmar, K. M. (1994). Understanding as an antidote for the dysfunctional consequences of organizational politics as a stressor, Journal of Applied Social Psychology, 24(13), 1204-1220. Ferris, G. R., Perrewe, P. L., Anthony, W. P., & Gilmore, D. C. (2000). Political skill at work. Organizational Dynamics, 28(4): 25–37. Ferris, G. R., Hochwarter, W. A., Douglas, C., Blass, F. R., Kolodinsky, R. W., & Treadway, D. C. (2002). Social influence processes in organizations and human resource systems. In G. R. Ferris, & J. J. Martocchio (Eds.), Research in personnel and human resources management, 21, Oxford, U.K.: JAI Press/Elsevier, 65–127. Ferris, G.R., Treadway, D.C., Perrewe, P.L., Brouer, R.L., Douglas, C., and Lux, S. (2007). Political skill in organizations. Journal of Management. Vol 33, 3, 290-320. Ferris G.R., Davidson, S.L., Perrewe P.L., Atay, S. (2010). İş Yaşamında Politik Yeti. Namar Yayın: İstanbul. Flamholtz, E.G. & Randle, Y. (1990). Growing pains: How to make the transition from entrepreneurship to a professionally managed firm. San Francisco: Jossey-Bass. Gundry, L.K. & Welsch, H.P. (2001). Entrepreneurs: high growth strategies of women-owned enterprises. Journal of Business Venturing, 16, 453-470. Gupta, V.K., Turban, D.B., Wasti, S.A. and Sikdar, A. (2009). The role of gender stereotypes in perceptions of entrepreneurs and intentions to become an entrepreneur. Entrepreneurship Theory and Practice, 33 (2), 397-417. Table 3) moderator analyses revealed that marital status and number of children do not moderate the positive relationship between Political Skills and Growth Intention, nonetheless H2b and H2c is not accepted. Conclusion Entrepreneurs, as an inventor, innovator and investor, have very important role in countries development regarding creating new jobs, opportunities and wealth. Women’s, who consist of the half part of the society, participation to work life is very important for countries’ wealth. This study aims to investigate political skill and growth intension (from production perspective) relationship to ensure some demographic factors’ contribution. The obtained results are revealed that Social astuteness and Networking are positively related to Growth Intention while Adding a new product strategy, Entering a new market and Expanding distribution channels are positively correlated to Political Skill. In addition, a moderator effect is found in education levels’ of women in enhancing the positive relationship between Political Skills and Growth Intention. Women entrepreneurship researches are limited but there is lack of research on their explanatory growth intentions. So, this research shed light on specifically female entrepreneurs, their political skill circumstances, and their growth intentions. Research covers 345 female entrepreneurs from tree metropole cities in Turkey and conducted in the provinces with the lowest gender inequality (TEPAV, 2016). Therefore, this study doesn’t represent whole of the Turkey. Future studies with comprehensive sample are strongly suggested. Research Limitations Growth is a multi-dimensional, heterogeneous, and complex phenomenon (Costin, 2012), this study handles only growth intension for product and market perspective. Female entrepreneurs from most developed region of the Turkey, participated to this research. 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(2008) Regional determinants of entrepreneurial start-ups in a developing country. Entrepreneurship and Regional Development, 20(2),111–124. 40 42 The Effect of Digitalization on Food Purchasing Preferences: A Study on the Impact of the COVID-19 Pandemic Gökçe Öztürk, Yeni Yüzyıl University, Istanbul, Turkey Burak Öçlü, Istanbul Kultur University, Istanbul, Turkey for humans, is affected. This study consists of four chapters. These are literature review, the effect of digitalization on food purhasing, material and method, results and discussion. According to Maslow's Hierarchy of Needs, food is one of the physiological needs. Therefore, food is one of the main needs that people need to survive. Due to the fact that physiological needs can be more severe as a stimulant, they may come to the fore in consumption preferences compared to other needs. When faced with a stronger stimulus than the previously conditioned stimulus in Pavlov's experiments on dogs, dogs forget the old stimulus. Therefore, this situation is interpreted in the field of consumer behavior. In times of crisis, people's desire to meet their physiological needs can be intensified. With the COVID-19 pandemic, people can force themselves to change their lifestyle. Survival emerges as a dominant stimulus. With the development of today's internet technologies, food purchasing on the internet has been made possible. Thus, consumers can consider the internet channel as an option in food purchasing. In our study, the effect and preferences of digitalization in food purchasing before and after COVID-19 are interpreted. 72 volunteers participated in the study. The structured interview method was used in the research and the results were interpreted. Even though consumers state that hygiene is at the forefront in their purchasing preferences, we see that price comparison maintains its strength in the factors that determine preference. Literature Review If we evaluate factors that have impact on online purchase intention, there are 15 main factors which is mentioned frequently. According to the number of citations, they are stated as follows: trust, perceived risk, attitude, subjective norms, personal innovativeness, satisfaction, perceived self-efficacy, perceived behavioral control, emotions, perceived price, perceived compatibility, web navigation ability, involvement, cognitive adoption, and perceived observability (Akar, Nasir, 2015, p .218-219). We see many factors that push consumers to purchase behavior on the internet. This of course makes it impossible to formulate consumer behavior. Another study conducted on stimulants that consumers are exposed to is the S-O-R model. The stimulus-organism-response (SOR) model explains that various environmental aspects can act as a stimulus (S) that influences an individual's internal state (O), which subsequently derives the individual's behavioral response (R) (Zhai, Wang, Ghani, 2019). The model was first considered in the retailing context by Robert and John (1982). The model also use for to test environmental effect in consumer behavior. There are like store environment, social factor, and fashion involvement. Hetharie, Surachman, Hussein & Puspaningrum (2019) l shows that there are two significant factors which are the store environment and emotional gratification to the impulsive buying of the customer. As an external stimulant, COVID-19 pandemic also has effects on consumer behavior. People forced to change their lifestyle to save their life. Since people saw the pandemic as a powerful stimulus, they took strict precautions and forgot the stimulants that were relatively weaker than them. A research was made by Accenture says that 64 percent of people think “I am fearful for my health.” On the other hand, it also shows that also 64 percent of people says “I am worried about the impact on my personal job security.” Foods can spoil after a certain date and become unusable. Therefore, consumption of foods within the usage dates is important for human health. Consumer awareness is created with expiry dates on food packages. Along with the agile supply chain practices, food manufacturers have included technologies in their production processes. Thus, it is possible to follow up to the last point where it will meet with the consumer, especially the production process of food with internet technologies. With the shortened shipping processes, the internet has become a tool in food shopping. Thus, products can be delivered to consumers within expiry dates or without being exposed to deterioration conditions. The COVID-19 virus, which has been declared as a pandemic and affects millions of people around the world, has made consumers reassess their purchasing behavior. At this point, it is thought that food consumption, which is vital 43 2. In 2019 (last year), did you shop for food online? If so, which sites did you use and which food products do you think you buy? Who does food purchasing in the house you live in? 3. Did you shop for food online in March 2020 and after? If so, what sites did you use and what do you think you purchased frequently? 4. Imagine that you are going to do a food shopping right now. Please write 5 products that come to your mind first. 5. How do you decide which site to buy from when shopping for food online? What do you pay attention to? Write as a consumer 6. Write below the price comparison of the 5 products you have chosen from the two websites of your choice. 7. Which payment method would you like to shop with? 8. Which site did you decide to shop from? 9. What do you want the company to pay attention to while meeting your needs in terms of the virus epidemic of the website. Please write in detail if you have problems. Although there is no virus pandemic, what do you expect from the website to shop from these sites? 10. Which website did you choose according to your list? What is the reason? “ The 8th and 10th questions were directed as control questions. (Accenture, 2020). Home isolation application and reduce on social activities forced companies to re-organize their marketing concepts. (Stanciu, Radu, Sapira, Bratoveanu and Florea, 2020, pp. 5) The Effect of Digitalization on Food Purchasing Internet technologies have shaped the food industry as well as many other industries. With the increasing awareness of consumers about food products, first of all suppliers have started to integrate with digital tools. In this century, where information is spreading very rapidly, people can learn about an event happening anywhere in the world, as well as easily receive negative news about any business with social media tools. In the health-sensitive food sector, this situation manifests itself more critically. Sensitivity in food products that are in direct contact with the body has increased even more during the COVID-19 pandemic. For example; Many e-commerce companies in Turkey have started to provide “contactless delivery” options. Thus, people can access the food they need without coming into contact with another person. Internet tools that have developed with digitalization have provided a rapid integration at this point. Depending on these developments, the trends in the food industry are as follows: “Regulatory constraints like safety, quality, labelling”, “The need for efficiency”, “The rise of ecommerce in the food and beverage industry”, “ERP ecommerce: Meet new demands with an existing tool” (Castillo, 2020). Before the pandemic, many physical food markets that did not provide home-service service or did not make sales on the internet are trying to integrate themselves into the process by creating a website. Among the factors that accelerate the process are the person limitation brought to the physical food markets and the reluctance of people to go to the food markets. Results and Discussion Participants stated that they frequently order clothing, personal care, accessory, sports equipment, supermarket, sneakers products via internet tools. Thus, we see that consumers already have internet shopping experiences in certain product groups. Food purchasing decisions in the houses where the participants live are mostly made by their parents. The main factor in this situation is that the participants are still university students and live with their families. Snacks, desserts, fruits, vegetables, pulses stand out in food-specific orders. At this point, we see that food orders are given for two main purposes. The first is to order readyto-eat meals directly from restaurants, the other is to order food to be used as an input for home cooking. Question number 5 which is “How do you decide which site to buy from when shopping for food online? What do you pay attention to?” state participants’ choices. Some of the prominent answers are as follows. x I use web-sites that are more popular and that I have used at least once before and that I am satisfied with. x I attach importance to being economical and reliable, as well as whether or not to give feedback in case of any problems and complaints. x I pay attention to brand information when I do price research with other sites in terms of expiry date and price. Material and Method Our research was carried out in a contactless manner in accordance with the nature of the process. Internet tools were used in the implementation of the research. The structured interview method was chosen. 10 questions prepared and sent to volunteers between the ages of 18-24. It was stated that they freely answered the questions and there was no right or wrong answer. The answers of the questions were collected, categorized and evaluated. The research was carried out on 72 participants. Research questions are as follows: “1. Have you purchased any product on the internet before? If you purchased, please write the product group you bought last (example: Supermarket, Clothing, Sports Equipment etc.) 44 x that their sales will increase if they meet customer expectations. The food industry offers products that lead many health trends. The best known of these are organic and natural foods. Despite all this, consumers did not have to do much research while shopping for food. Consumers' encounter with a crisis has affected their behavior. The consumer, who collects more information through the tools offered by digitalization, has had to pay more attention to food purchasing during the pandemic. I take customer satisfaction into consideration for the web-site's advertisements. I take care cleaning, the durable packing, the expiration date. x While shopping online, price and fast transportation are important factors. In addition, the web-site's reliability and received good comments are also important factors. x I prefer websites that have proven their reliability. x We try to be careful not to shop for food from web-sites I have not heard of before. x I expect the product to be packaged more carefully and hygienically than usual, to be disinfected and to leave a note that it has been disinfected, and the courier to comply with the social distance rules. The websites used by the participants in food orders are stated as follows: getir.com, hepsiburda.com, migros.com.tr, istegelsin.com Question number 9 which is “What do you want the company to pay attention to while meeting your needs in terms of the virus epidemic of the website. Please write in detail if you have problems. Although there is no virus pandemic, what do you expect from the website to shop from these sites?” state participants expectation. Some of the prominent answers are as follows. x I am careful not to shop during my pandemic period. However, before this period, it was more important that my orders were delivered to me quickly. x I would like to pay attention to cleaning and hygiene rules. x I would like to pay attention to cleaning and hygiene rules. x It is among my expectations that the price information is clearly specified, the cargo information and details are specified, and the confidentiality of the user information is ensured. x I pay attention to the clean and tidy Packaging. x In the pandemic period, strictness is very important. No matter how tidy and clean businesses are, we have to be very careful. x Whether it is a pandemic or not, I would definitely prefer things to be done clean and tidy. x It is enough that deliver my order with a mask and gloves. x I expect my product to arrive fast. I want it to be contactless delivery. I care that it is properly packaged. But I would not use the product without disinfecting it. Participants compared food products on the basis of price on two different websites they chose in lists of 5 products. Although price is still an important factor, if they know that they pay an acceptable fee difference for the products they will receive in the conditions they want, they can choose the expensive product. This situation has been an incentive for businesses that sell food on the internet to adjust according to customer expectations. Thus, companies know References Accenture. (2020). How COVID-19 will permanently change consumer behavior. COVID-19: What to do Now, What to do Next. Website: Akar, E., Nazir V.A. (2015). A review of literature on consumers’ online purchase intentions. Journal of Customer Behaviour, 14-3, 215-233 Castillo, D., 2020 trend outlook: E-commerce for the food and beverage industry. Sana-commerce. Website: https://www.sana-commerce.com/blog/shorten-timemarket-e-commerce-food-beverage-industry/ Hetharie, J. A., Surachman, Hussein A.S., Puspaningrum, A. (2019). SOR (Stimulus-OrganismResponse) Model Application In Observing The Influence Of Impulsive Buying On Consumer‟s Post-Purchase Regret. International Journal Of Scientific & Technology Research. 8-11, 2829-2841 https://www.accenture.com/_acnmedia/PDF123/Accenture-COVID19-Pulse-Survey-Research-PoV.pdf Stanciu, S., Radu, R ,I., Sapira, V., Bratoveanu, B.D., Florea, A.M. (2020) Consumer Behavior in Crisis Situations. Research on the Effects of COVID-19 in Romania. Annals of “Dunarea de Jos” University of Galati Fascicle I. Economics and Applied Informatics, 5-13 Zhai, X., Wang, M., Ghani U., (2019) The SOR (stimulus-organism-response) paradigm in online learning: an empirical study of students’ knowledge hiding perceptions. Interactive Learning Environments. 28, 582601. 45 46 Proceedings of Plenary Session II 47 48 International Trade and Export Credit Insurance Banu Erkök, Turk Eximbank, Istanbul, Turkey In today’s world, international trade and investment are increasing rapidly; thus, securing the collection risk is becoming crucial. Hence, export credit insurance becomes an essential tool to ensure the collection of credits. In addition to this, through insurance policies, the exporter companies can not only increase their business capacity but also support their financial structure. Hence having a credit insurance policy allows them to facilitate to reach long term financing. valuable market intelligence on the supplier’s (exporter’s) customers (Jones, 2010). In this regard, The Berne Union (The International Union of Credit & Investment Insurers) was founded in 1934 to promote international acceptance of sound principles in export credit and investment insurance and exchange information relating insurance facilities. The Berne Union has 73 members (including Prague Club members) comprising mainly export credit agencies (ECAs), multilateral, and private insurers. (MIGA, 2010) The Berne Union, which has more than 73 member companies, is the leading global establishment for the export credit / investment insurance sector. The Berne Union actively supports international trade by supporting global acceptance of comprehensive principles in export credits / investment insurance. The union provides a forum for proficient information exchanges among its members (MIGA, 2019). According to the Berne Union data, the member export credit agencies provided approximately 2.5 trillion dollars to the banks/exporters and investors within their policies in 2017 (Berne Union, 2020). According to World Trade Organization statistics, this amount corresponds to 13 percent of the world's goods and services sales/investments Credit insurance -that is one of the most effective tools used in the development and financing of world trade since the beginning of the 20th century- is more common in Japan, China, and EU countries by their public ECAs (Morel, 2010). With ECI, exporters are protected against the political risks that may arise in the country they sell and the risks of nonpayment due to the buyer's financial deterioration (Berne Union, 2020). ECI allows exporter companies not only to minimize the risk of non-payment but also to offer competitive payment terms to their buyers, enabling them to increase their market share. Besides, they can get more attractive financing terms from the banks. Since foreign accounts receivable are insured, lending banks are more willing to offer more attractive financing to increase the exporter's borrowing capacity (The International Trade Administration, 2019). Within the ECI policy, the insurance companies insure the receivables against commercial and political risks arising from the companies’ export sales. ECI proposes either “single-buyer” or a “multi-buyer” insurance facilities for short-term (up to one year) and medium-term (one to five years) repayment periods (The International Trade Administration, 2019). On the other hand, with ECI, exporter Introduction In today’s challenging economic conditions, managing risks has become a precedence for businesses (Jones, 2010). The highest of these risks is the buyer company’s failure to pay for imported goods/services. Funatsu (1986) argues that credit insurance is a helpful tool to secure the (exporting) companies against various risks in foreign and domestic markets. The purpose of credit insurance is to indemnify the loss of the supplier (exporter) company arising from the losses incurred by the non-payment of the credit. By export credit insurance (ECI), the exporter company is also covered by political risks. Moreover, the export credit insurance provides the company to extend payment terms to customers in existing and new / developing markets. The ECI also provides the exporter companies a competitive edge in the market while facilitating their business growth and improving access to trade finance. Export credit insurance is provided by either export credit agencies (ECAs) who are –generally stateowned institutions (e.g., SERV, SACE, NEXI, and SINOSURE), private insurance companies (e.g., Coface, Euler Hermes, and Atradius) or multi-nationals (e.g., African Trade Insurance Agency (ATI), Islamic Corporation for the Insurance of Investment and Export Credit (ICIEC).Within this frame, this paper aims not only to give insight into the export credit insurance (ECI) facilities to improve the awareness of those facilities and reach long-term financing. Export credit insurance Trade finance has received particular attention during the financial crisis as one of the potential culprits for the great trade collapse (Auboin and Engemann, 2014). ECI provides 49 companies get an advantage over competitive companies by offering longer-term and more risky payment opportunities. Besides with ECI, exporter companies can enter into emerging and risky markets, enlarge their share in existing markets, and ensure their permanence in these markets. Since right risk management is of great importance for the exporter companies, having an ECI, the exporter companies are also able to assume more risk and provide financial security against possible losses. x x x x x x x Definition and covered risk The insurance companies insures exporters against the un-collection risk of the receivables resulting from commercial and political risks (Auboin and Engemann, 2014). In other words, ECI is a type of insurance that assures the collection of goods/services against commercial or political risks (Euler Hermes, 2018). Through ECI, exporter companies can not only enter into new markets but also increase their share in the domestic and international markets (Coface, 2018). They can also propose more risky payment methods and deferred payment terms (such as open account) to their buyers. This provides them a competitive advantage against competitors. (Fitzgerald and Monson, 1988) The commercial and political risks for the sales of goods and services are listed as follows: Furthermore, it should be noted that any trade contract with public buyers is covered under political risk cover. At this point it will be beneficial to underline the difference between ECI and political risk insurance (PRI), which covers the investor company’s risks in a foreign country arising from an investment. Table: 1 Political Risk Insurance versus Export Credit Insurance PRI Narrow scope of cover Complex product Commercial Risks x x x x x Rarely a must for the investor Limited transactions volume Lack of risk and exposuremodelling tools Reference: Credendo, 2017 Moratorium / announcement of a payment moratorium by the government of the buyer company, Default (buyer’s failure to repay, without any legal justification (Eximbanka SR, 2009), Non-acceptance of the goods (the buyer cannot accept or refuse the goods for reasons that do not originate from the exporter), Insolvency, liquidation or judicial management of the debtor company, Protracted default (The failure of the buyer to pay the contractual debt (ICISA, 2019) x x x x x ECI Comprehensive scope of cover Straightforward product (focus on credit risk) Often a must for the seller and/or the lender Huge transactions volume Plenty of risk and modelling tools Table: 2 Some Institutions offering PRI & ECI Cover Rate Institution (%) DHAMAN 90 MIGA 90-95 OPIC 90-100 ICIEC 90-95 OeKB 100 UKEF 90 DHAMAN 90 EKF 95 FINNVERA 95-100 GIEK 90 EULER HERMES 90-100 Reference: created by the author. Political Risk x restricts the debtor from repaying debts in the agreed currency (Sinosure, 2019) Legal measure of the buyer’s country preventing the payment (Eximbanka SR, 2009:3), Foreign currency shortages and inconvertibility of currency; violence such as war, martial law, civil unrest, insurrection, rebellion, revolution or riot; cancellation of import /export licenses, import embargo (ICISA, 2015:21), Revolution, uprising, civil riots, general strike, confiscation of goods by the government; Political events (political violence, war and terrorism) in the buyer’s country, Sovereign payment default governmental measures that prevent the performance of a trade contract (ICISA, 2015:21) Nationalization of the goods, Expropriation, confiscation of the goods, Inconvertibility of the currency or transfer restriction (The government of the buyer’s country prohibits / 50 Maximum Period (year) 15 15 20 20 25 15 15 18 20 20 8 data, such as financial statements or on quality elements. Determining a credit limit is more objective when financial statements are available. Nevertheless, being the publication of balance sheets no mandatory in most countries, the gathering of private financial data through information sources may be hard (ICISA, 2015:51). The loss incurred from the commercial and political risks covered by the insurance company is generally indemnified up to 95 percent, depending on the conditions of the policy. (Coface, 2018). The premium rate varies according to the buyer's financial status, the due date of the invoice (s), the type of payment, the risk category of the country in which the buyer is located, and whether the buyer is a private or public (Euler Hermes, 2018). The exporter company, in general, must pay the premium at the date of commencement of the insurance policy. The parameters taken into account for determination of the premium rate are listed as follows (ICISA, 2015:41). As seen in Table 1, ECI has a more comprehensive scope of cover and a straightforward product where PRI has a narrow scope of cover and complex product. ECI is a more common and frequently used insurance tool comparing to PRI. There are several ECAs, multilateral financial institutions, and private credit insurers offering ECI from many different countries. Even some public ECAs are established within the mandate to promote export in their country. On the other hand, since the number of foreign investments is not as large and prevalent as export transactions, PRI is not common within ECAs and other insurance companies. Comparing to ECI, PRI has limited transaction volume and a lack of risk and exposure-modeling tools. In Table 2, some institutions offering PRI are listed. Coverage and Pricing The ECI policy is settled between the exporter company and the insurance company. The Policy can be issued as a whole turnover or for a single buyer. Within the whole turnover policy, the receivables of exporter companysupplying goods/ services to several buyers in international/ domestic markets- with credit terms- are insured (European Commission, 2009). However, the single buyer insurance policy is settled for insurance of the receivables of a single buyer. The insurance company determines the insured value, insurance period, and premium/retention rate within a whole turnover or a single buyer insurance policy (Eximbanka SR, 2009:5). In both cases, the insurance company examines the buyer companies' creditworthiness and arrives at a creditworthiness figure and informs the maximum limit of the amount that can be shipped at any point in time (ECGC, 2019). The insurance company issues credit limit depending on the country's risk level, buyer's financial status, liquidity, size, sector, profitability, payment behavior, and location. Credit limits can be assessed based on quantity data, such as financial statements, or on quality elements (ICISA, 2015:51).. The main parameters for issuing the credit limit are listed as follows (Funatsuki, 1986): x Position of the sector, in which the buyer company operates, in the world economy and in the buyer company’s country, x The political and economic situation of the buyer company’s country, x The financial position of the buyer company, x Partnership structure, parent companies of the buyer company, x Exporter company’s risk diversification capacity and overall quality of its portfolio, x Exporter company’s past performance with the buyer company. Credit limits may be assessed based either on quantity The subjective risk The exporter company provides details of its company and trade sector, the usual credit terms agreed upon, credit management procedures, the current outstanding receivables and the losses sustained in the past. The insurance company has right to check the creditworthiness of the exporter company and decide whether to issue a policy in favor of the company or not (ICISA, 2015:41). The objective risk The portfolio of buyers plays a major role in determination of the premium rates, like (ICISA, 2015:41): x the spread of risks, x the volume of turnover, x the sector of the buyers, x the creditworthiness of the buyers, x the credit term, x the eff ective credit term, x the loss history, Claims and Recoveries A claim is a full/partial payment default of the receivable up to the due date if the buyer company defaults due to political or commercial risks (Eximbanka SR, 2009:7). The exporter company is obliged to present the insurance company's potential loss notification within the date agreed on the insurance policy. For the insurance company to investigate the claim, the exporter must submit all relevant documents and other evidence to the insurance company (Eximbanka SR, 2009:7). The insurance company instantly commences the investigation upon the receipt of the 51 base and resources necessary to avoid taking on excessive credit risk. Many Canadian firms rely on basic risk protection from government agencies like Export Development Canada to support their international growth. However, given its global customer base, Genetec wanted to work with a commercial firm with a truly international reach. As a private, global carrier, Euler Hermes has risk experts located directly in the markets its customers sell into – an informational advantage that can make a big difference. Euler Hermes also frees its customers from many administrative burdens typical of a credit. Genetec decided to cooperate with Euler Hermes to control credit insurance's support and protection to meet its growth targets. The manager of the company underlines the value of credit insurance, not just the protection. He highlights that they took advantage of credit insurance to expand their business faster and more effectively, not to solve a problem. More specifically, credit insurance provides Genetec with a critical and much-needed framework to support its credit decisionmaking process. By leveraging this framework, Genetec can make decisions about extending credit to new customers in unfamiliar markets much more quickly. The company's manager underlines that have expanded their business to smaller customers and customers in little known markets and make credit decisions rapidly and confidently. Now, the company representatives say that they can rely on Euler Hermes, has all of the financials on the customer, for support. They add that Euler Hermes analyze that information to determine how much they are willing to insure that customer. They believe that it is their responsibility to decide if they want to stick to the credit limit offered or if we want to take a bit more risk with a given customer. With credit insurance and a reliable credit management framework in place, Genetec has been pursuing consistent and robust growth. The company representatives say that credit insurance helped them grow safely because they can assess risk much easier. Even before a sale closes, Genetec often reaches out to Euler Hermes for credit insight into potential customers and how that risk fits into the company’s entire credit portfolio. Besides, using Euler Hermes’s credit assessments, Genetec can immediately take any necessary action whenever there is a change in an existing customer’s credit status. The company representatives say that every time Euler Hermes has advised us of financial issues with a buyer, that turned out to be the case. However, these issues do not necessarily result in Genetec cutting off that customer’s credit. Instead, Genetec teams from sales, finance, and credit management use this information to identify potential alternatives for that customer, such as a payment plan, pre-payments, or temporary licenses. Genetec has also been able to leverage Euler Hermes’s business intelligence power in the industry to push customers to pay on time to avoid damaging their credit profile (Euler Hermes, 2020). potential loss notification. Subsequently, the insurance company notifies the results of the inquiry on indemnification. In case of a dispute between the exporter company and the buyer company, the insurance company may ask an enforceable court decision in favor of the exporter company. However, the insurance company may pay an advance indemnification if he considers the dispute to be unjustified. The insurance company has the right to refuse indemnification if the exporter company provides false/distorted information regarding the claim. For the insurance company to indemnify the exporter company's loss, the premium must have been paid by the exporter company in advance under the insurance policy. And the exporter company must have been fulfilled his obligations regarding the purchase agreement with by taking into account all international trade practices, in particular, to ensure precise and legally binding identification of the parties and to agree on a suitable clause on the governing law and method of resolution of disputes (Eximbanka SR, 2009). The exporter company is also entitled to assign and transfer all his rights arising from the insured receivable to the insurance company solely and exclusively for the insurance company's recovery proceeding. Case Study (Euler Hermes) Genetec, the Montreal-based company now generates 95 percent of its revenue outside of Canada, is a security platform provider for large companies and government agencies. The company focuses on protecting its clients' property, people, and assets. The company has experienced significant growth in recent years by expanding its operations and customer base globally. Genetec has consistently experienced strong demand for its products and services. However, growth for growth's sake was not part of the company's strategy. The company admitted that it must manage the continued growth smartly and sustainably that supports long-term global business goals. A crucial part of this approach is deciding whether and how to extend credit to new and existing customers throughout the world while maintaining an appropriate credit risk profile. A large part of Genetec products' market includes large companies and government agencies that often represent low credit risk. Since the company distributes its products through a network of installers and resellers, which tend to be smaller, evaluating their creditworthiness can be a long and challenging process that requires them to make some credit decisions based on incomplete information. To ensure its continued growth and success, Genetec needed to strengthen its credit management process and resources. "We were looking for greater confidence when operating in foreign markets, for example, and we wanted to develop the ability to accept new customers in new markets without question," said Alain Côté, the company's chief financial officer. "We recognized that we needed access to the credit knowledge 52 Coface, (2018). https://www.coface.fr/ (28/02/2020) Credendo. (2017). Credendo https://www.credendo.com/solution/political-riskinsurance-investments-structured-loan (24/04/2020) ECGC. (2019). https://www.ecgc.in (24/04/2020) Euler Hermes. (2018). Euler Hermes Web Site: https://www.eulerhermes.com/en_global/discover-eulerhermes/our-activities.html (21/06/2020) Euler Hermes. (2020). Euler Hermes Web Site: https://www.eulerhermes.com/en_US/resources-andinsights/case-studies/genetec.html European Commission. (2009). European Commission Web Site: http://ec.europa.eu/competition/state_aid/cases/232090/ 232090_983216_60_2.pdf ( 24/04/2020) Eximbanka SR. (2009). Eximbanka SR Web Site: https://www.eximbanka.sk/buxus/old/docs/PD_PUP_A BT_nove_bez_loga.pdf (14/05/2020) Fitzgerald, B. And Monson, T. (1988). Export credit and insurance for export promotion. Finance and Development, 25(4), 53. Funatsu, H. (1986). Export credit insurance. Journal of Risk and Insurance, 679-692. The International Credit Insurance & Surety Association. (ICISA). (2019). http://www.icisa.org/tradecredit-insurance/1547/mercury.asp?page_id=1687 (12/05/2020) The International Credit Insurance & Surety Association. (ICISA). (2015). A Guide to Trade Credit Insurance. Anthem Press. Lesher, M., & Miroudot, S. (2008). Foreign direct investment spillovers and their inter-relationships with trade. MIGA. (2010). MIGA Web Site: https://www.miga.org/sites/default/files/archive/Docum ents/WIPR10ebookchap3.pdf (21/05/2020) MIGA. (2019). MIGA Web Site: https://www.miga.org/political-risk-insurance (24/04/2020) Morel, F. (2010). Credit insurance in support of international trade Observations throughout the crisis. Trade Finance during the Great Trade Collapse. Bern Union Publications, 337-355. Sinosure. (2019). Sinosure Web Site: http://www.sinosure.com.cn/en/insurance/meci/index.shtml (12/05/2020) The International Trade Administration. (2019). The International Trade Administration Web Site: https://www.export.gov/article?id=Trade-Finance-GuideChapter-9-Export-Credit-Insurance (21/03/2020) Outcome In today’s competitive international trade conditions, the export of goods/ services are exposed to a significant number of risks, many of which are not within the control of the exporter company. Those risks are mainly defined as commercial and political risks. The main commercial risks are insolvency or the buyer's payment default and repudiation or refusal of the goods exported. The main political risks are insurrection, cancellation of licenses, war, embargo, terrorism, or the inconvertibility of the local currency of the buyer’s country. Political risks can also occur by the actions taken by the government of the buyer’s country, which may prevent the buyer company from fulfilling his payment obligations or importing the goods. So, securing the collection risk is becoming more and more crucial in the international trading environment. However, fortunately, those risks can be reduced by ECI, which also provides the exporter company a competitive edge in the market. ECI also allows the exporter company to facilitate his business growth and improve access to trade finance. Also, to increase the export sales and establish market share in emerging markets, the exporter companies will be able to get more attractive financing terms from the banks. Since foreign accounts receivable are insured, banks will be more willing to propose more attractive financing terms, which will increase the exporter’s borrowing capacity. So having an ECI is a “must” tool for the exporter companies to improve access to trade finance. Besides, benefits of ECI can be resumed as follows: profit and cash flow liquidity protection; risk avoidance by focusing on credit control; information facilities while taking commercial decisions to raise sales growth. In addition to that, ECI allows access to potential buyers' financial history and creditworthiness and the improvement of credit management practices. As cash flow improves and ‘days sales outstanding’ (DSO) are reduced, borrowings and other finance lines are made more available due to increased bank security. Furthermore, bad debt reserves can be decreased, which free up capital; longer payment terms can be off ered. On the other hand, ECI is an important risk management tool not only to support the exporter companies’ overseas /domestic sales against unforeseen commercial/political risks but also to provide long term financing from the banks. References Auboin, M., And Engemann, M. (2014). Testing the trade credit and trade link: evidence from data on export credit insurance. Review of World Economics, 150(4), 715743. Berne Union. (2020). Berne Union Web Site: https://www.berneunion.org (28/02/2020) 53 54 International New Ventures as Integrators Erik S. Rasmussen, University of Southern Denmark, Odense, Denmark suppliers, organizations, and different types of customers. In this paper, the discussion of the integrator type of INV comes from a theoretical debate on the development of the typologies of INVs and a case study of an integrator INV in the renewable energy sector (primarily wind turbines). Characteristic to the integrator type of INV is that it does not own a particular spot in the global value chain from where it can work upstream or downstream. Instead, the integrator can integrate resources and skills from a large number of partners for a project such as a wind turbine park. The integrator type of INV thus has to be lean with a focus narrowly aimed at its core competence and to develop this competence on a global scale. However, at the same time, the firm also has to be social, operating in a large number of networks and relations and with a large number of potential partners. From the first idea for a project to the final construction, there will typically be 4-5 years. As often seen in developer firms, for example, in large real estate projects, the pressure on finance is high, as the income comes when the project is handed over. The solution is close cooperation with banks and other investors. The purpose of the paper is to place the integrator type of INV concerning other old and new kinds of INV and to describe the firm from a case study. Furthermore, the intention is to discuss how further research can classify and identify integrators from, for example, extensive survey studies. Different types of international entrepreneurial firms have been identified, from the Born Global firm and the International New Venture to new classes such as Lean and Global Startups. A new type of international firm is the integrator firm. Through a case study of a firm in the wind turbine industry, the integrator is described. The integrator does not own a part of the global value chain but rather integrates all partners. The competitive advantage of the firm is its ability to integrate and optimize all resources and competencies necessary for a large project. From the start of the research in international entrepreneurship, different types of firms have been identified, from the Born Global firm with identification through its international sales activities to the International New Venture (INV) with a broader definition from all types of value chain activities. In the last 5-10 years, new types of highly international entrepreneurial firms have come to our knowledge. Here, we attempt to identify them concerning the classic literature. One example has been described as Lean and Global Startups (LGS), see (Erik Stavnsager Rasmussen & Tanev, 2015; Tanev, Rasmussen, Zijdemans, Lemminger, & Svendsen, 2015). Lean indicates that these firms are focused on their core competence and Global because they find opportunities on a global scale. Another type is the platform INV, which develops a product or service that is used in a broad context internally in the firm or externally by partners (Meyer & Lehnerd, 1997; Erik Stavnsager Rasmussen & Petersen, 2017). Digital platform providers seen as double-sided business models have also been combined with the INV perspective (Muzellec, Ronteau, & Lambkin, 2015; Ojala, Evers, & Rialp, 2018) extending the network perspective of internationalization as in (Al-Laham & Souitaris, 2008; Johanson & Mattsson, 1988; Johanson & Vahlne, 2009). These new types of INVs all have a strong core competence from which new products and services are developed globally. Besides the new types of INVs described above, another type exists that is not currently well represented in the International Entrepreneurship literature. This new type can be called project-based firms or integrators and can be seen as an extension of the classic developer type of firm (AlLaham & Amburgey, 2011; Blindenbach-Driessen & van den Ende, 2006; Burke & Morley, 2016; Davies, Brady, Prencipe, & Hobday, 2011). Their focus is on developing large projects by integrating sub-suppliers, financial The classical international entrepreneurship approach The research in international entrepreneurship often starts with a surprise – a researcher or a consultant notices something strange and tries to interpret this peculiar phenomenon. The classic example is the start of the Born Global research in Australia, where a consultant from McKinsey found that the results of an internationalization survey were contradictory to the established knowledge (Rennie, 1993) and (Knight & Cavusgil, 1996). Parallel to this, from case studies researchers in the US, started to wonder what makes a firm international from the outset, which leads to the definition and typology of INVs (McDougall, Shane, & Oviatt, 1994; Oviatt & McDougall, 1994, 1995). In the classic INV research the typology is linked to the value chain concept (and internationalization) 55 to be aware of competition as the incentive to innovation. Tightly linked firms often create innovation and competitive advantage in a GVC, but firms taking part in the innovation also need to consider the competition. as in this model: Figure 1: Types of International New Ventures from (Oviatt & McDougall, 1994) New Types of INVs This type of research typically starts with identification of an empirical phenomenon, and from draws theoretical conclusions. This paper continues tradition by looking at new types of firms that international right from the outset. One of the results of the development towards more dispersed and fragmented value chains globally is that firms are increasingly specializing in a small part of the value chain and developing new products and services from this. Some IE firms are extremely focused on a narrow competence and pivot around this competence. Such firms have been described as Lean and Global Startups (LGS) (Erik Stavnsager Rasmussen & Tanev, 2015; Tanev et al., 2015). The LGS research has tried to combine two research streams: lean startup firms and born-global startups. Characteristics of the LGS type of firm is that the business model of the firm develops from partnerships and relations globally. The most important task for the firms is to accelerate their entry into the global markets (Erik Stavnsager Rasmussen & Tanev, 2015; Tanev et al., 2015). The founders of the LGS type of firms typically have ONE idea for a new product or service and, in line with the lean startup approach, will pivot their activities around this (Blank, 2013; Ries, 2011). They will have to operate in complex and uncertain business ecosystems, especially when this is done on a global scale. The LGS must choose its operational focus related to its resources, capabilities, and assets and, at the same time, maximize its operations through external resources and partnerships globally. The LGS type of firm is typically a high-tech firm with strong competence in product or service development, often with an extremely narrow focus seen from a value chain perspective but with a global outlook. Another type of INV that, to some extent, has some similarities to the LGS, is the Platform INV. The firms develop a product or a service that can be used to create a broad line of products and services internally, or externally by partners (Erik Stavnsager Rasmussen & Petersen, 2017). A platform can be seen as "a set of individual products that share common technology and address a related set of market application" and "a network of interdependent components that work together to try to accomplish the aim of the system"; both quotes are from (Meyer & Lehnerd, 1997). Platforms are not just technology but must be seen as a structure upon which companies can develop new products and services and then market them. The structure can be placed inside a firm but will often take place in an ecosystem of several firms and other actors. The platform is the center of activities in the firm where its core competence is situated and where it has its competitive advantage. Around this center are placed the applications developed from the platform and solutions designed for each customer. the that this are The Global Value Chains In the classic International Business research, the focal firm (typically a Multinational Enterprise (MNE)) creates a business model at home. Subsequently, it applies it to new markets all over the world (Alcácer, Cantwell, & Piscitello, 2016; Hymer, 1960). The centralized perspective has been challenged by the development of, in particular, innovation, where firms have to focus more on the integration of knowledge than on its dispersion. Global Value Chains (GVCs) become more fragmented and more complex leading to, on the one hand, firm specialization in parts of the value chain, and, on the other, to competition between the value chains. New digital technologies have, to a large extent, disrupted the classic GVCs – how activities are organized and how and where (Strange & Zucchella, 2017). This development has led to increasing fragmentation of the activities and to more agile GVCs that can shift functions and locations in a short time. The further development of 3D printing and Industry 4.0 will probably lead to additional fragmentation but also a local concentration of activities where local firms may play a more significant role (Laplume, Petersen, & Pearce, 2016). International firms need to integrate knowledge across national boundaries and internal and external actors. The subsidiaries of the MNEs experience more autonomy and have to operate in institutional settings and internal/external networks that are increasingly complex (Cantwell, Dunning, & Lundan, 2010). The development of the MNE towards the role as the conductor of a large number of international networks and GVCs (Ghoshal & Nohria, 1993; Gulati, Nohria, & Zaheer, 2000) leaves room for small entrepreneurial and highly international firms. These new specialized players have to operate in a fragmented world of value chains in many locations and to decide where to proceed (Alcácer et al., 2016). It is necessary to create value through cooperation but 56 firms often depend on resources from outside the firm as freelancers, temporary workers, suppliers, and different types of partners. External networks have thus been described as having increasing importance in setting up the project organization through learning across firm boundaries (W.W. Powell, Kogut, & Smith-Doerr, 1996; W. W. Powell, White, Koput, & Owen-Smith, 2005). This development has led to a new type of network firm that combines the coordination competence of project-based firms with access to network resources. In (Stephan Manning, 2017), the focus of project-based firms is thus extended to the Project Network Organizations (PNOs) that combine the coordination capacity of the project-based firm with the resources of the network. PNOs are defined as organizations that: connect legally independent, yet often operationally interdependent individuals and organizations in strategically coordinated sets of core project teams and flexible partner pools that sustain beyond singular projects (Manning, 2017: 1399). PNOs are identified in construction, event organizing, complex industrial development, research, film and other types of activities (Stephan Manning, 2017; S. Manning & Roessler, 2014; Stephan Manning & Sydow, 2011). PNOs typically consist of stable core teams across organizational boundaries, supplemented with freelancers and independent partners (Stephan Manning, 2017; S. Manning & Roessler, 2014; Stephan Manning & Sydow, 2011). The governance mode in the PNO is typically more informal with a loose structure compared to the project-based firm, which has a hierarchical structure. The ties between the partners in the project will be a combination of strong ties with formal contracts and weak ties based on informal relations and trust (Granovetter, 1973, 1983, 1985). Innovation and internationalization in this type of firm are performed by pivoting around the core idea or platform, as described in the lean literature (Blank, 2013; Ries, 2011). Pivoting around the initial idea is related to products and services, customers and users, and new country markets. The platform types of the firm have an extreme focus on the core platform but at the same time must be able to mobilize a high degree of agility in the product and market development (Meyer & Lehnerd, 1997; Erik Stavnsager Rasmussen & Petersen, 2017; Erik Stavnsager Rasmussen & Tanev, 2015; Tanev et al., 2015). Digital platform providers and INVs have come into focus over the last couple of years (Ojala et al., 2018). From this perspective, digital platforms are seen as double-sided business models (Muzellec et al., 2015) combined with the INV perspective of internationalization. The global digital platform providers can be seen as an extension to the classic network perspective of internationalization, such as (Johanson & Vahlne, 2009). The new element in this theory is that INVs are not reliant on the networks and relations, and thus the resource base of other firms, but have to build their resource base (Ojala et al., 2018). The development of the identification of new types of INVs can be seen in a broader perspective as the development of integrating innovation and internationalization views, as in (Kriz & Welch, 2018). Innovation and internationalization cannot be seen as separate processes in the INV but are part of a dialectical process with uncertainty as a critical issue. One way of dealing with uncertainty in the INV is to have a strong focus on the vital activities of the firm – in internationalization and innovation. Characteristic of both the LGS and platform types of INVs is thus that they have a strong core competence from which they develop new products and services and expand globally. However, some firms instead focus on integrating resources from other firms and not build their expertise – the developers or integrators. These firms are not part of a global value chain in the traditional way and can neither be seen as buyers nor sellers in a global value chain. Instead, they integrate and create links across the value chains and develop projects on a worldwide scale. The Integrator Type of Firm The characteristic of many of the firms described above is that they will have a core competence placed somewhere in a global value chain. From this place, they will serve other firms upstream or downstream from the value chain or integrate resources from other firms in the value chain. However, some firms are not placed on a particular spot in the value chain. This type of firm will be in contact with all potential partners in the value chain through both strong and weak ties. Their competitive advantage lies in their ability to integrate all necessary resources and competencies for a project with a large number of partners and over a long time. The firms will thus be labeled integrators. The budget for projects is large, often 100 times higher than the annual turnover of the firm, and the partners will, in many cases, be firms that are much larger than the integrator. The integrator will need close contact with potential customers and buyers of the project, with investors that are willing to invest in the project, and governmental agencies Project Network Organizations (PNO) Project-based firms have their focus on developing projects in software development, R&D, construction, and other complex products and systems. A project can be defined as a temporary system with multiple actors and sophisticated, unique tasks (Lundin & Söderholm, 1995). Project-based firms are primarily built around coordinating projects, often in inter-organizational projects with legally and operationally independent partners (R. M. Bakker, 2010; René M. Bakker, Boroş, Kenis, & Oerlemans, 2013). The 57 In the individual meetings, the discussion was focused on four themes: personal and organizational behavior, the creation of the business model, analysis of the cash flow, and suggestions for collaborative projects to develop strategic innovation. A summarization of these issues with an overview of company activities was presented at the first network meeting. An enhanced understanding of the network could be obtained from the near-shore business and the participating organizations on organizational behavior, business models, and suggestions for projects for collaborative strategic innovation. One of the firms in the project was the integrator in focus in this paper. Two managers from the firm took part in a oneday session with interviews and discussion and participated in all network meetings. All meetings were recorded on tape or video and transcribed and analyzed with the help of the software program NVivo. Information about the business model of the firm has been gathered from secondary sources and the other partners in the project. and NGOs to gain access to information about potential projects. From the first idea until the final project is established, the timespan is several years where the integrator will not have an income. If the project is not realized, the integrator will not have an income. This leads to a situation where the firm needs a solid financial base combined with smaller projects (typically service of existing projects) that can generate a short-term turnover. The Case The remaining part of the paper will discuss a case study of a Danish project-based INV in the renewable energy industry. The firm is five years old and has around 100 employees, which are primarily working from the main office in Denmark but also from hubs in China, Africa, and the US. The firm initiates a new project, which could be a near-shore wind turbine park on the coast of Poland, a large solar cell park in Africa, or a grid for the integration of electricity in China. The process typically starts with negotiations with governmental or local institutions to acquire a license for years. Following this, a project group is established with, usually, four people for six months to a year. Their role is to find sub-suppliers for the technical part, to calculate the cost of the project, find financial organizations that are willing to invest in the project, and, ultimately, to find potential customers for the energy produced. In the actual project, which ran from 2017 to 2018, the focus was on near-shore wind turbines with a Danish harbor as the focal point and hub. The Integrator Firm in the Case As mentioned above, the firm is five years old and has around 100 employees, which are primarily working from the main office in Denmark but also from hubs in China, Africa, and the US. The firm can be described as a projectbased INV in the industry of renewable energy and the firm, typically, initiates a new project which could be a near-shore wind turbine park on the coast of Poland, a large solar cell park in Africa or a grid for the integration of electricity in China. The process starts with negotiations with governmental or local institutions to acquire a license for years. A project group is then established with typically four people for six months to a year. Their role is to find suppliers for the technical part, to calculate the cost of the project, find financial organizations that are willing to invest in the project, and, ultimately, to find potential customers for the energy produced. We don't have any overhead costs, and we focus on the details. We are incredibly aware of the prices. We challenge our suppliers extremely, and we take a risk. We know what the wind turbines cost and have had many partners, and we know what everybody in the industry pays. The suppliers must adjust to our calculations. In the old days, you could share the public support, but this is gone now. Everything is done on market terms; there is not anything to share now. What cost 2 million Euros two years ago now has to be done for 1.5. Manager in the integrator firm Methodology The research project can be seen as a classic case study following (Yin, 2013) and (Eisenhardt, 1989; Eisenhardt & Graebner, 2007) but not with a firm as the starting point of the case. Instead, a project in the wind turbine industry was used as the setting for the case. Around the project, a large number of firms and other actors took part with the integrator firm as the coordinating unit and as the principal organizer. The research was conducted from September 2017 to June 2018 (with contacts later in 2019) using a qualitative approach amongst actors related to near-shore wind parks and a harbor close to these near-shore parks. The research started with individual meetings with four main business actors involved in the work to be conducted on the near-shore wind parks and at the harbor space. These one-on-one research meetings took 3-5 hours each and were held before the first collaborative network meeting. Two managers from each organization participated in the research. The first collaborative network meeting between the actors was conducted in October 2017 with a duration of 6 hours. The next networks were held in March 2018 and in May 2018. When all partners have agreed on the terms specified by the firm, a plan for the establishment of the project can be laid out, and the process of building, for example, the solar cell park, can start. From the first idea to the operation of the 58 investors and not through the integrator firm. The cash-flow for the firm comes from surveillance and service and from a small percentage of the cost of the operations. An example is insurance, which is a substantial cost in offshore energy projects (up to 10% of the total cost). The firm collects all the necessary types of insurance for the project and afterward and sets up a tender for the overall insurance. This will generally be cheaper for the participants and more effective, and the integrator will receive a small percentage of the total cost for taking care of the insurance. It's always a problem if you, for example, have a crane that lifts a blade from a vessel to the harbor and back again to another vessel – who is responsible if it's lost or damaged? Do you play the blame game? Who pays, do you have to have insurance twice or three times? Interfaces are essential to get a better price – who has the responsibility, and which insurance will cover what? Maybe we could do it together instead. Contract manager in the integrator firm project, there will typically be 4-5 years. As it is often seen in developer firms, for example, in large real estate projects, the pressure on finance is high as the income comes when the project is handed over. The solution is close cooperation with banks and other investors. We start with a site and a project, and we establish contacts with a wind turbine producer, for example. We arrange with a firm to build the roads, another to construct the foundations, another to build them, and so on. Then we make arrangements for the installation. Manager in the integrator firm The market for wind turbines and other types of renewable energy such as solar energy, has changed substantially over the last few years: What drives this market is industrialization. We have some wind turbines now that are standardized and produced in large numbers. Standardization and professionalization are keywords in development. You can see the same development in the foundations, the grid, everywhere. And the competition has changed from support from governments to public tender and a market. Middle manager in the integrator firm Investors are fundamental, and the relation to them is a crucial point for the firm. They have to work systematically with investor relations over a long time. Some of the pension funds – we have had projects with them again and again. There is already a relation — knowledge – meetings every third or fourth month with key account managers. When the relationships have been created, we maintain them and take care that they are happy with the product they have received. Finance manager in the integrator firm The firm 'owns' the rights to the project but not any part of the value chain. It integrates resources and capabilities from a large number of partners. This integration includes end-users such as large companies or governments and financial institutions and investors such as banks and insurance companies. The customers for the electricity will typically be large companies such as Ikea or producers of electricity, which, in many cases, are owned by governments. The largest 100 companies [measured in how much electricity they use] have set up an agreement that promises they will be CO2-neutral and more companies have joined them. They want green energy but also a competitive price, and we can hedge the market price. We offer them a contract over 10-15 years and a stable price without any risk. Project manager in the integrator firm To manage investor relations, customers, and a large number of sub-suppliers is frequently an intricate process. Often the investors have to be part of the project before contracts with buyers and sub-suppliers are signed. Well, the investors are making what you could call due diligence on contracts with sub-suppliers, customers, logistics, and so on. We have to give the investors a price, but we can't provide a final price when we have the contract. But the investors know us and the suppliers and the conditions, and we trust each other. We have to keep track of our value chain before we can calculate the price, but we need the investors before we can sign contracts. Supply-chain manager in the integrator firm The project is typically split up into smaller pieces and sold to investors that will receive an income from the endusers. The integrator firm guarantees a certain amount of production and takes care of surveillance, service, and maintenance, but these activities are typically outsourced to specialized firms. We typically sell the project to investors such as pension funds or insurance companies – they use the wind turbines, and then we sell the electricity to the users. We thus both sell projects [wind turbines] and electricity. Project manager in the integrator firm The cash flow is thus ultimately from end-users to The business model of the integrator firm is to a large extent different from that seen in traditional production or service firms. This is primarily because the firm focuses its attention on the flow between the partners and the coordination of activities. The challenge for the firm is to find alternatives – both amongst the suppliers and new technical solutions – that can reduce the cost of building wind turbines at sea for example. Project management in close cooperation with a large number of partners is thus a 59 (Ardichvili, Cardozo, & Ray, 2003; Sarasvathy, Kumar, York, & Bhagavatula, 2014). Opportunities come when the integrator firm succeeds in bringing up to 20 partners together in one project and, at the same time, keeping the partners away from each other because if the partners get close, the risk is that they will establish the project without the firm next time. key issue. Contracts with suppliers of wind turbines, grids, transportation, harbor facilities, etc. have often to be arranged before the final sales and investor arrangement has been settled. This means that a high level of trust must be established between the firm and all the partners, which are often considerably larger than the integrator. The process was drawn by the managers of the firm at a group meeting as shown below: Conclusion and Further Research Figure 1: The process of the project in the integrator firm Several lessons can be drawn when looking at the integrator firm. First of all, it is crucial that each project takes 3-5 years before any income is seen. This time horizon, combined with the large size of the projects means that finance is a crucial part of the process for the firm. In the interviews, the project managers from the firm describe how the CEO and owner of the firm uses a substantial part of his time in building and maintaining relations to banks and other financial institutions. Long-term relations to investors are another essential task for the senior management of the firm. Connections to sub-suppliers, logistic operators, harbors, governmental agencies, and customers for the electricity will be taken care of by the project managers. In the firm, the project managers from different types of projects (wind turbines on land, nearshore wind turbines, extensive solar panel facilities, and other electricity-producing facilities) will exchange information related to, for example, the quality of a subsupplier. It could be asked what the core competence of the firm is, or whether the firm has a core competence at all. All technical knowledge is from sub-suppliers, and the firm does not own or control any part of the value chain. However, the firm must be able to understand the knowledge from the subsuppliers – and to use it in a business context. Moreover, it could be asked why the project partners do not establish the project on their own and cut the integrator out. As shown with the example of insurance, the answer is that the firm can optimize the connections between the partners. Each partner is a specialist in a small part of the value chain – towers for wind turbines, grids for electricity, vessels for service of sea wind turbines, and so on. The only exception is the large electricity producers and buyers that would be able to establish projects. The problem for these firms is that they are not used to work with groups of investors or to negotiate contracts with a large number of sub-suppliers and service firms. Furthermore, project management and service/maintenance are not part of their crucial competence. The ability to integrate technical and business knowledge from a large number of partners, could be seen as the integrator firm's core competence, together with the skills in social interaction. Opportunities and ideas come from cooperation with old partners, new potential partners, and contacts During the interviews, the know-how of the integrator was described as: • Technology and business are combined in the business model of the firm • Interfaces between suppliers and logistics are optimized • We know all the suppliers, and they trust us even if we do not use them right now • We are experts in the management of large projects over a long time To know all firms in the global value chain and the investors, together with existing and potential customers for electricity is the key to the integrator firm's success. The firm must be able to build trustworthy relations with a large number of people and firms and to keep these contacts alive. In this way, it resembles the project firm. However, the project-oriented firm will typically work on one project, and often the firm will disappear when the plan is finalized. The integrator works on several projects at the same time and can move relations and experience from one project to another, as described above. An example is the crucial relations to investors where a successful project will often lead to new investments in other projects by the same investor. Opportunities are not found seen from this firm's point of view but are created and created on a global scale 60 agenda. International Journal of Management Reviews, 12(4), 466-486. doi:10.1111/j.1468-2370.2010.00281.x Bakker, R. M., Boroş, S., Kenis, P., & Oerlemans, L. A. G. (2013). It's only temporary: Time frame and the dynamics of creative project teams. British Journal of Management, 24(3), 383-397. doi:doi:10.1111/j.1467-8551.2012.00810.x Blank, S. (2013). Why the lean start-up changes everything. Harvard Business Review(May), 1-9. Blindenbach-Driessen, F., & van den Ende, J. (2006). Innovation in project-based firms: The context dependency of success factors. 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Academy of Management Journal, 50(1), 25-32. Ghoshal, S., & Nohria, N. (1993). Horses for courses: Organisational forms for multinational corporations. Sloan Management Review, 34(2), 23-35. Granovetter, M. (1973). The strenght of weak ties. American Journal of Sociology, 78(6), 1360-1380. Granovetter, M. (1983). The strength of weak ties: A network theory revisited. In P. V. Marsden & N. Lin (Eds.), Social structure and network analysis (Vol. 57, pp. 105-130). Beverly Hills: Sage Publications. Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481-510. doi:Doi 10.1086/228311 Gulati, R., Nohria, N., & Zaheer, A. (2000). Strategic networks. Strategic Management Journal, 21(3), 203-215. Hymer, S. H. (1960). The international operations of national firms: A study of direct foreign investment. Cambridge, MA: MIT Press. Johanson, J., & Mattsson, L.-G. (1988). Internationalization in industrial systems - a network approach. In N. Hood & J.-E. Vahlne (Eds.), Strategies for global competition (pp. 287-314). London: Croom Helm. (Reprinted from: In File). outside a potential project. Most of my time goes with meeting people, drinking a cup of coffee, inviting them to see a project or a place for a new project, social activities, telephone calls, and so on. Project manager in the integrator firm Further research will have to answer the question of whether it is possible to analyze the internationalization and founding of a firm that is not part of a value and production chain. They have no production and no sourcing and no sales and marketing in a traditional sense. They do not own the resources – financial institutions own physical resources such as the wind turbines. They have no sales – the sale of electricity is between the customers and the owners of the resources. They guarantee a certain level of production, but the service and control are outsourced to other firms. The core competence of the firm comes from its ability to operate and navigate in networks with a large number of relations over a long time. The case above is drawn from just one firm, and a problem in further research is how we can identify the integrator type of INV in more extensive research projects, for example, survey studies. The definition of an integrator INV will be crucial, and the description of the variables that can lead to the identification. We can see from other case studies in many industries such as software development, robotics, health solutions, and others that are characterized by having large projects over a long time that integrator firms exist there. References Al-Laham, A., & Amburgey, T. L. (2011). Staying local or reaching globally? Analyzing structural characteristics of project-based networks in german biotech. 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The lean startup: How today's entrepreneurs use continuous innovation to create radically successful businesses. New York: Crown Business. Sarasvathy, S., Kumar, K., York, J. G., & Bhagavatula, S. (2014). An effectual approach to international entrepreneurship: Overlaps, challenges, and provocative possibilities. Entrepreneurship Theory and Practice, 38(1), 71-93. doi:10.1111/etap.12088 Strange, R., & Zucchella, A. (2017). Industry 4.0, global value chains and international business. Multinational Business Review, 25(3), 174-184. doi:10.1108/MBR-052017-0028 Tanev, S., Rasmussen, E. S., Zijdemans, E., Lemminger, R., & Svendsen, L. L. (2015). Lean and global technology start-ups: Linking the two research streams. International Journal of Innovation Management, 19(03), 1-41. doi:doi:10.1142/S1363919615400083 Yin, R. K. (2013). Case study research: Design and methods: Sage publications. Johanson, J., & Vahlne, J. E. (2009). 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Twosided internet platforms: A business model lifecycle perspective. Industrial Marketing Management, 45, 139150. doi:http://dx.doi.org/10.1016/j.indmarman.2015.02.012 Ojala, A., Evers, N., & Rialp, A. (2018). Extending the international new venture phenomenon to digital platform providers: A longitudinal case study. Journal of World Business, 53(5), 725-739. doi:https://doi.org/10.1016/j.jwb.2018.05.001 Oviatt, B. M., & McDougall, P. P. (1994). Toward a theory of international new ventures. Journal of International Business Studies, 25(1), 45-64. doi:DOI 10.1057/palgrave.jibs.8490193 62 Too Much Culturally Aware? When Intercultural Reconciliation Fails in Business: The Case of IKEA in Saudi Arabia Jérôme Dumetz, Plekhanov University, Moscow, Russia & Unicorn University, Praque, Czech Republic Valentina Zanolini, Plekhanov University, Moscow, Russia Caitlin Morgan, University of Liverpool, Liverpool, United Kingdom displayed global values. Adaptation is at the core of cultural adaption in business. Using the Trompenaars Hampden-Turner’s model, the term dilemma is appropriate (Trompenaars, 2011). Companies expanding internationally are traditionally confronted with the dilemma of either going “global” with a product, marketing and an overall strategy applicable all over the world, or they decide to go “local” and fully adapt to the local characteristics such as language, beliefs and of course cultural norms. This goes beyond academia when global brands are the subject of frequent criticism for minimising cultural differences (Pelletier, 2012; De Bono et Al, 2008). The role of culture as a strategic risk for companies doesn’t need more advocates, there is an abundance of examples featuring spectacular failures when home’s values and norms meet local cultural reality. Indeed, in order to position themselves into the foreign market, companies need to adapt to the local culture and to deeply understand the local society. But what happens when a company’s strategy of local adaptation contradicts the firm’s displayed global values? This article reviews the case of IKEA from Sweden, a leading furniture distributor, in its failed strategy to reconcile Saudi Arabia’s strict cultural requirements with the company’s global values and brand philosophy, causing a media reaction in the Western markets. Failed adaptation Keywords: Strategy, Cross-cultural management, SaudiArabia, Political risk On October 1st 2013, the Swedish edition of the Metro newspaper reported two different versions of the IKEA catalogue, introduced by the title “IKEA deletes women”. The two versions came from the standard catalogue on the left, and the Saudi Arabian catalogue on the right as presented on figure 1: The promotional picture represents a family in their bathroom, surrounded by IKEA’s goods and furniture. In the Saudi Arabian version, the woman cannot be found - she has been totally erased from the picture. The photo editing is done professionally so there can be no doubt it was deliberate. The information started to spread quickly all over Europe and North America, taking the furniture giant aback. The situation illustrates one of the increasingly common dilemmas of globalising companies: how can you adapt to the local cultural context and keep its brand image associated with a liberal, western world? On the one hand, IKEA needed to adapt to strict cultural particularities to ensure its position on the Saudi Arabian market; on the other hand, the Swedish company needed to stand by its displayed values of diversity Introduction Companies’ global strategies require a particular attention on a company’s assessment strategy over the international business sphere (Porter, 2008). It is therefore fundamental that internationalizing companies consider intercultural risks in their foreign projects (Ghemawat, 2007). A lack of consideration of cultural and specific features of a market could result in ineffectiveness and loss of profit or market share (Dumetz et Al, 2012). For the last 40 years or so, cultural differences are well known to influence business internationally, and the literature review abounds of methods and observations. (Adler, 1980, Hofstede, 2001; House, et Al., 2004) There are a vast number of examples of failures are made by companies when trying to adapt to the cultural realities of a market. They are beyond the scope of this article. Occasionally, a new phenomenon appears: companies who are so focused on adapting to their customers’ culture that they contradict their 63 In the same way they censored South Korean female swimmers in an article of the International Herald Tribune. Other companies have adapted to the Saudi Arabian context. Starbucks, an international coffee chain from the USA, had to redesign their brand logo specifically for the Saudi market. They deleted the famous, and rather stylised, mermaid represented on the logo of the brand (fig 3) to keep a starry sky and waves. and gender equality. It appears that IKEA chose the most drastic option of directly erasing the woman from the standard catalogue, hoping for an appeasing compromise. In Saudi Arabia, a country where religion is interwoven with the legal system, the representation of women has to undergo a series of regulated strict controls. The dress code for women in Saudi Arabia must follow Islamic laws, they have to be decent and respectful to the law. Women are forbidden to go out in public without their veil (Hijab) and are obliged to wear a long “modest” dress. The concept of “modesty”, “decency” and respect is based upon values understood by the society, but like any values (unlike rules), they are bound to be interpreted in different ways. At the same time, medias such as advertisement, catalogues and information supports have to conform to the Saudi Arabian rules when representing women. Figure 2: Saudi Arabian Le Figaro and International Herald Tribune censorship2 Figure 1: Standard Vs Saudi Arabian IKEA catalogue (from Corriere) 1 Figure 3 : Standard Starbucks vs. Saudi Arabian logo1 Foreign players entering the Saudi market, quite logically need some necessary adaptation to avoid legal issues such as blasphemy. Not only is full nudity taboo, but even partial nudity (shoulders, arms or face) is severely restricted. For example, in an edition of the French newspaper Le Figaro sold in Saudi Arabia, an advertisement page for a periodical art insert included with the newspaper was found to contradict the local norms. The cover of the book represented on the advertisement displayed the famous 15th century painting of Botticelli, The Birth of Venus. The Saudi Arabian censorship authorities covered the nudity in the work of art by simply gluing on pieces of paper (Fig. 2, left). The Swedish clothing chain H&M also didn’t distribute the same catalogue in Saudi Arabia as in Europe (2012) in particular in the undergarment section as presented on figure 4. Here again, the female model was simply taken away. For obvious reasons, the appearance of this model was not deemed modest. Another example was carried out by Givenchy, a French perfume brand. In the advertisement for the perfume Indécence, the photography is very different in the Western countries and the middle-east ones. As visible on picture 5, the original French picture displays semi-nudity which is 1 The new IKEA catalogue in Saudi Arabia is without women. https://www.corriere.it/cronache/12_ottobre_01/IKEAarabia-saudita-censura_ad4e1912-0bc6-11e2-a62617c468fbd3dd.shtml 2 IKEA in Saudi Arabia. http://gestion-des-risquesinterculturels.com/risques/IKEA-en-arabie-saoudite-quandadaptation-rime-avec-contradiction/ 64 excessive interpretation of the concept of “decency” and “modest clothing”. Cultural and, in this case, religious norms, were wrongly understood as a ban to display women altogether. Immediately, IKEA passed their responsibility on to the Saudi Arabian franchisee. IKEA’s famous catalogue is widely distributed (more than 200 mil. copies are printed each year), and is well known across the world. Thus, their statement did not have much credibility as the probability of a franchisee deciding to amend the catalogue without the approval of the head office is unlikely. The Swedish giant rapidly reconsidered its statement and claimed the error didn’t come from the local franchisee, but during the production process in Saudi Arabia. They referred to the problem as an error, yet, it is unlikely that this was an error given the time and effort put into a production of the catalogue from the furniture company. It is expected that such modifications would undergo a series of checks and validations by a number of managers. IKEA’s contradiction grew over time: misinterpreting “decency” as “a ban on women”, lying about their responsibilities, blaming their Saudi Arabian franchisee and referring to the problem as a mere “error” added fuel to the controversy. understandably inappropriate for the middle-eastern audience. As a result, the picture used a fully-clothed model, yet keeping a suggestion of provocation The erasing of the female figure from Starbucks’s logo, the disappearance of the female model from the H&M catalogue and the modest and different clothing of the Givenchy model did not undergone the same media scandal as IKEA in the western world. Neither of the aforementioned companies focus on diversity and inclusion in their communication like IKEA is known to do. Figure 4 : H&M French vs. Saudi Arabian Catalogue3 Figure 5 : Givenchy standard advertisement vs. Saudi Arabian4 Failed reconciliation IKEA’s marketing attracted the attention in the Western World for two main reasons: Firstly, there was an evaluation and communication error, and secondly, there was a strong contradiction with the company’s philosophy. In their effort to adapt to the Saudi Arabian cultural context, IKEA decided to censor a family picture in which a woman was wearing her pyjamas covering her entire body. IKEA acted in order not to incur cultural risk, but due to an Beyond this mismanagement, IKEA’s failure in Saudi Arabia is strategic: The blunder reveals a fundamental contradiction between local adaptation and the company’s brand values and philosophy. IKEA is a strong instrument in Swedish soft power. It’s a means for the country to develop an international visibility and image. IKEA encompasses the values of the Swedish society, starting from the furniture design, to a lifestyle and even food. Their logo (using the Swedish colours of yellow and blue) is reminiscent of the national flag. For many decades, IKEA has overtly advertised progressive values such as gender equality, racial diversity and same-sex families. Well aware of cross-cultural issues, the company displayed a diverse choice of models in its catalogue. As a consequence, when the company adapted its strategy in Saudi Arabia by limiting female visibility, they turned those proclaimed values upside-down. With IKEA being a global company based on a universalistic strategy, they provide the global market with an undifferentiated product marketing strategy. In the meantime, the company also pledges to respect local cultures and traditions. This has become a modern-day cultural 3 4 Failed Communication IKEA in Saudi Arabia. http://gestion-des-risquesinterculturels.com/risques/IKEA-en-arabie-saoudite-quandadaptation-rime-avec-contradiction/ IKEA in Saudi Arabia. http://gestion-des-risquesinterculturels.com/risques/IKEA-en-arabie-saoudite-quandadaptation-rime-avec-contradiction/ 65 dilemma because, in an ever-connected international environment like today, particularistic adaptation to a local culture can contradict universalistic values of others. In their attempt in to adapt to the Saudi Arabian cultural and political dimensions, IKEA compromised between the company’s values and image and the local regulations, resulting in a contradiction of their philosophy based on gender equality and freedom of expression. Considering THT framework of dilemma’s reconciliation, adapted to the Global vs Local dimension, several options appear (see figure 6). Going fully global with identical magazines distributed around the world can be labelled a 10/1 (10 for Global, 1 for Local). Vice-versa, would IKEA go entirely local (1/10), it would create entirely new magazines for each market, with new photos, layout and format. Instead, IKEA went for a lukewarm compromise of adapting some pictures to the local requirement by erasing the women! As ever in cross-cultural marketing, compromise often frustrates both parties, and is different from reconciliation which requires creativity. The introduction of local taste and tradition within the IKEA promotional strategy would have shown not only local knowledge, but also culture appreciation and respect coming from IKEA. Moreover, their standards of inclusiveness would have been accepted by the Saudi Arabian regulators concerning women and their looks, finding the perfect combination in simply representing a real local Saudi Arabian woman living her daily routing thanks to IKEA’s furniture and products. Conclusion IKEA’s marketing misfortune in Saudi Arabia illustrates an increasingly spread dilemma of modern international management: The combination of the company’s universalistic values promoting gender equality, and the respect of the particularistic cultural context. The dilemma becomes evident when IKEA decided to erase all women from their Saudi catalogue resulting in an international outcry by progressive activists and patrons used to IKEA’s diversity policies. IKEA’s universalistic global strategy could have built reconciliation by adapting to the local specificities while staying faithful to their brand philosophy. For instance, the company could have hired Saudi female models and display them in the same situation as showcased in the standard, global catalogue. Figure 6: Reconciliation proposal (authors’) References Adler, N. J. (1980). Cultural synergy: The management of cross-cultural organizations (pp. 163-184). McGill University, Faculty of Management. De Bono, S., Jones, S., Van der Heijden, B., 2008, Managing cultural diversity, London, Meyer & Meyer. Dumetz, Jerome, et al. "Cross-cultural management textbook: Lessons from the world leading experts in crosscultural management." CreateSpace Publ (2012). Ghemawat, P. (2007). Differences across countries: the CAGE distance framework. Harvard Business School Press, Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter, Boston, USA, 8-10. Hofstede, G., (2001), Cultural Consequences : Comparing values, behaviors, institutions and organizations across nations , Sage Publ. House, R.J., 2004 , Culture, Leadership, and Organizations: The GLOBE Study of 62 Societies, Thousand Oaks, Sage. New Starbucks Logo Too Racy for Some Countries. – URL: https://www.good.is/articles/new-starbucks-logo-tooracy-for-some-countries (Last seen: 14/05/2020) Pelletier, B., 2012, IKEA en Arabie Saoudite : quand adaptation rime avec contradiction : http://gestion-desrisques-interculturels.com/risques/IKEA-en-arabiesaoudite-quand-adaptation-rime-avec-contradiction/ (Last IKEA’s strategy is mainly based on compromise (believed to be adaptation), but is not a reconciliation of the two extreme values of respecting local restriction and keeping its European strive for gender equality. A successful reconciliation would benefit both extremes. The questions needed to be asked are: How can universalistic values influence Saudi’s opening up to more equality, as announced recently by its leadership?; and how can knowledge of the local cultures add value to the brand worldwide? The complete disappearance of female figures from their catalogue could have been substituted with locally adapted images, with photographs of either Saudi women in local robes, or foreign woman dressed following the local social, cultural and political standards. With more than 200 Mil copies of the catalogue printed each year, IKEA could probably manage to use various photo stocks with local characteristics, and still keep its iconic, universalistically designed catalogue. 66 Fiction Club Web site: http://www.bradley.edu/campusorg /psiphi/DS9/ep/503r.html Sauvant, K., McAllister, G. and Maschek, W. (eds.) (2010). Foreign Direct Investment from Emerging Markets: The Challenges Ahead, New York: Palgrace Macmillan. Varaldo, R., & Pagano, A. (1998). 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Harald Bolsinger, University of Applied Sciences Würzburg-Schweinfurt, Würzburg, Germany Bernd Hanheiser, Impact 4 Entrepreneurship gGmbH, Berlin, Germany [A preprint of this article without graphics was published under urn:nbn:de:bvb:863-opus-17994] entrepreneurship are closely linked and together they are a key force on the road to achieving a responsible economy, (Leal-Millán et al. 2018, p. 3) which has to be based on new ethics of holistic corporate responsibility. To achieve this, entrepreneurship is necessary that replaces outdated and destructive business models and products and aims at the common good with new economic activities that are a blessing for all. Entrepreneurs are people who start businesses in the knowledge of risks and opportunities. They are often seen as a source of innovation - for new products, services and solutions. (Roberts and Lall 2019, p. 203) Entrepreneurship pursues change in the way how people and companies work and live. (Ripsas and Hentschel 2017, p. 61). Impact Entrepreneurship also pursues good effects in the sense of blessing people, the environment and every creature. This Unfolding the potential of Founders for Future systematically and pragmatically with the virtuous circle process model Deep Impact Lean Startup (DILS). DILS shows, how witty visionaries can change the world positively with successful new companies and is a proposal for modern didactics in entrepreneurship education to unfold sustainable and profitable solutions for pressing global challenges. We need Founders for Future! Our world faces great economic, ecological, cultural and social challenges, which can only be mastered by new and innovative action! Entrepreneurs are equally key to a healthy econ-omy and to the ethical well-being of a society. (Miller and Collier 2010, p. 80) Sustainabil-ity, innovation and 69 A sufficient transformation of established listed companies by their own means for the necessary changes seems theoretically possible - but not practically! Profitable functioning business models that have integrated bad and destructive management as a matter of course are difficult to change. If the political framework conditions do not create a regulatory compulsion to change, such companies will remain in their old business models, since capital owners generally show little interest in high-risk innovations on a large scale. No board of directors will ever radically turn the entire business model and business conduct upside down - at least not without risking their own career. Real change in sufficient time to meet the current challenges of humanity therefore requires compelling new thinking and radically sustainable action in new companies. Companies that operate sustainably right from the start! It is no less necessary than a completely new spirit - an attitude that purposefully and innovatively replaces bad with good, and at the same time takes new paths in a convincingly consistent manner for the benefit of all involved. We need new ways of doing business, which generate profound positive effects beyond monetary success but accompanied by monetary success so that we see completely restructured markets. type of entrepreneurship is lived by founders who build and secure a sustainable future for all: Founders for Future! The current challenges facing humanity require nothing less than a paradigm shift - towards entrepreneurship that, in the original spirit of the social market economy, unfolds entrepre-neurial freedom “in responsibility before God and man”. Just as the preamble to the German Basic Law puts it! In order to promote this, we have developed an easy-to-use model for such future designers based on a mixture of practical entrepreneurial experience and applied academic knowledge: Deep Impact Lean Startup (DILS). Facing the big challenges How many degrees Celsius would the earth most probably warm up by 2050 if all companies worldwide were to produce according to the DAX 30 model? Around 4.94 °C! With a range among the companies considered from 1.26 °C up to 11.23 °C. (Schulzki-Haddouti 2019) The earth would simply be ruined and human life as a whole threatened. A Frankfurt startup calculates this eye-opening climate indicator "X-Degree-Compatibility" (XDC) in a robust relational model. It expresses, on the basis of recognized scientific data, by how much degree the earth would warm up by 2050 if the business conduct of the company under consideration were adopted by all companies worldwide. (right. based on science UG 2019) The consequences of such global warming would be devastating - in many areas of human life worldwide! Similar considerations could also be made along all challenges of the world community around a sustainable global society. The results would be equally frightening and open our eyes to the fact that business as usual is no longer compatible with the goal of a dignified and secure future for all humankind. Countless supply chains and production methods in most industries are still fraught with human rights violations, environmental degradation, cheating and corruption. This can be proven by the judgements of established sustainability rating companies. In the past year alone, the number of controversies across all topics and industries has increased dramatically: for example, in the reports of ISS-ESG by more than 40 percent! Environmental controversies (e.g. environmental pollution and ignorance of climate change) still accounted for the smallest share with almost 20 per cent, followed by corruption (e.g. bribery, anti-competitive behavior and money laundering) with around 24 per cent and labor law controversies (e.g. slave/forced labor, child labor, worst working conditions and discrimination) with 27 per cent and the sad leader of human rights violations including the disregard of consumer rights with almost 30 per cent. (Niewierra, Dieter - ISS ESG - Institutional Shareholder Services Inc. 2019, 7 ff.) In addition, there are new products, services and marketing activities that do not really serve people - but merely maximize earnings without sufficient consideration of other factors. Motivation from heart´s desires People with this attitude are founders for future and they start companies that are committed to disruption with the aim to successfully and at the same time profitably generate positive effects. This "disruptive impact" has its motivational starting point deep inside a person who has a heart's desire for the realization of good. This heart's desire leads the person to a deep search for personal calling and the individual purpose that is to be recognized and formulated. Combined with the experiences, strengths and individual passion for taking influence in a certain context (e.g. economic sector, social units, regions, cultures, research fields, ...) this creates inner strength for the entrepreneurial venture. Before the classic “set vision” for startups, there is the personal development step “get vision” to clarify the question which deeply anchored entrepreneurial activities make sense for the individual entrepreneur in the long run. Financial success is a strong extrinsic driver of entrepreneurial activity that can help people to develop innovation and imagination. At the same time, however, beyond the pursuit of financial success, people have a passion for further activities and goals, which can result in enthusiasm and tenacity in pursuing these goals. In addition, motivation is fed by individual values and can be extremely strong if it is rooted deep in the held worldview of the entrepreneur. The intrinsic motivation that results from an individual passion and the extrinsic driver of financial success can at best be complementary and mutually reinforcing. (Shepherd and Patzelt 2018, p. 264) However, it is not always advantageous when high motivation and re- 70 can hardly be stopped in a functioning competitive market. (Heinemann 2018, p. 308) Especially when, from Schumpeter's perspective, small and medium-sized enterprises are seen as highly competitive players who have to demonstrate a high level of innovation dynamics because of their small size. (Yigitcanlar and Inkinen 2019, p. 15). If disruption is regarded as something to be welcomed, which is actively generated by intrinsic motivation in order to break constricting chains and reject unethical economic activity to replace it with something better, it goes hand in hand with positive feelings of happiness beyond pecuniary considerations. Disruption can then be understood as a real delight when founders, through their entrepreneurial activities, consider the decline of environmentally destructive or inhumane business practices, while at the same time successfully generating positive effects and growing well-being as game changers. This is what the terms "bliss" and "blessing" describe best. In combination with "disruption" these terms characterize the striving for the realization of such visions: "Blissruption" stands for the vision of public welfare-oriented disruption, aiming at improvement in the sense of sustainable and ethically sound prosperity, producing happiness and purpose in the blissruptors heart. A blissruptive vision ignites intrinsic empowerment, integrates individual spirituality and a renewed spirit that calls people to a purposeful task and motivates them. People are not only simply called to be entrepreneurs, but above all to create meaningful benefit and change in the public interest, also in non-economic categories. The motivation to act is acquired by clarifying the own purpose, since motivation is strongly influenced by its emotional roots (Gorman 2004, 143 ff.) and an essential force to get into action. (Gorman 2007). Intrinsic motivation has a different effect than extrinsic motivation, since motivation resulting from within is associated with an individual and often not interchangeable or externally inducible justification. (Mill yard 2018, 23 ff.) Motivation based on an external desire combined with an internal desire can act as an amplifier. (Fowler 2014) In this respect, internal desire together with external desire, which is mentally anchored, is a strong motivation combination and ensures high significance. Selfperceived and experienced competence as a result of passion for a specific context, within which founders can move professionally versed and experienced, as well as selfdetermination and influence complete the four pillars of psychological empowerment (Spreitzer 1995, 1443 ff.) which the DILS approach works with. (Schermuly 2019, 49 ff. and the literature mentioned there) The meaning of one's own activity and goals is deeply rooted psychologically when the personal values of the founder are congruent with the values that are relevant to the implementation of the calling. Activities within this framework are experienced as rewarding and meaningful. The entrepreneurial self-image contains the power to exert influence through the execution sulting convinced persistence can be observed in an entrepreneurial context: deep and non-modifiable convictions can also be dramatic for startup projects, if under all circumstances or for too long or without modifications a startup project that does not function economical-ly is maintained. (Shepherd and Patzelt 2018, p. 266). Optimal is therefore an intrinsic motivation, which on the one hand is extremely strong and can promote "self-empowerment" of the founder, but at the same time remains reasonably modifiable regarding the options of realizing the calling. This is particularly the case when the vocation gives rise to a mandate to exert positive influence in a specific context: If normatively undesirable practice or normatively inadequately implemented business conduct that has negative consequences is to be stopped. When a new, different practice with a beneficial effect is to be developed in a specific economic or social area. When disruption and transformation are the objectives that are not tied to a single specific business model. For entrepreneurs, there is then hardly any danger of blind adherence to options that prove to be economically unsustainable in the startup process. The scope of options for the entrepreneurial implementation of the personal calling then remains broad enough, diverse and allows for high degrees of innovation with great variation possibilities. The deep impact lean startup (DILS) approach integrates findings from empowerment research, which are discussed in the literature above all for the empowerment of employees in their working role. From our point of view, the human being is responsible for successful and good stewardship, as the person responsible for people, animals and the environment. It is an approach that incorporates shareholder value and stakeholder orientation and ultimately combines them in the holistic approach of stewardship. This mission of actively shaping stewardship forms the self-image of founders who feel called to exert positive influence. Empowerment results from the perception that one is responsible for a specific task and is strongly value-driven. The authority to act has to be experienced, going together with the perception of having the necessary knowledge and wisdom, (Blanchard et al. 2001) in combination with the ability to recognize options for deep upheavals (Mutius 2017, p. 8). Targeted disruption is on the founders agenda not negatively understood as the risk and danger of an ongoing destructive change in a company's environment, (Borell 2015, 11 f.) but positively understood as an opportunity for positive change (Reinhardt 2014, p. 3). A positive change that does not simply happen unplanned and acts as a threat to an existing enterprise, that is designed as a responsive organization (Borell 2015, p. 13), but a transformation that actively raises a radical process of change in the value-driven individual behavior of people to a collective action level of a market (Reinhardt 2014, p. 5) and actively supported to create long-term positive change on a grand scale. If disruptive innovation is indeed unique, it 71 activity is offering new products and services. (Ripsas and Hentschel 2017, p. 61) The new products and services favor a transformation of the dominant questionable business practice and have a demonstrably positive impact on society and the economy. Transformational entrepreneurship has a strong future orientation that shapes society. Pure social enterprises in their respective forms do not focus on financial performance, but on the social outcome. Entrepreneurs with multiple objectives based on an individual vocation strive for equally intensive social or ecological as well as positive economic effects. of an important task, the rational reflection of the vocation and, as an expression of high self-determination, the freedom to choose the implementation options in the form of entrepreneurial activities. Personal calling is full of passion and corresponds to an entrepreneurial spirit that helps to take decisions under risk actively - self-determined but reflected. Entrepreneurship integrates these and other qualities (see for example (Margrave 2014, 69 ff.)) and promotes pro-active action like empowerment explained above (Schermuly 2019, 57 f.). Startup projects first require the clarification of the calling of the founders and thus the motivation to transform a certain area in order to maintain the sense of entrepreneurial commitment in depth in the long term. This deep rootedness beyond pecuniary interests ensures intrinsic motivation on the one hand and protects people from overwhelming self-doubt on the other hand if a startup project is not successful immediately. The failure of a startup project can happen and must not result in broad demotivation, because otherwise, no further startup attempts could be made, or psychosocial health could be damaged. Vocation and calling are not simply limited to being an entrepreneur in itself, but entrepreneurship and the startup project are ONE option and ONE attempt to make an impact happen and to strive for blissruptive change. The deep rootedness of the founding motivation as an element for the implementation of one's own vocation requires clarification with professional coaching and mentoring. This can be done in advance, but also simultaneously with the development of the transformative impact approach, product or service development and business model development. Independent of this, the personal vocation and value-oriented convictions are essential elements, since in the so-called elevator pitch convincing answers can be given by deep impact founders: On the one hand the description of the business model in its shortest form and on the other hand, the motivation behind it for blissruptive change, which is communicated as part of the own calling. These entrepreneurs have intrinsic empowerment in the form of a strongly anchored vocation with clear meaning and purpose. Both together ensure the long-term pursuit of goals, create attractiveness as a charismatic leader and are characteristic for intrinsically motivated Founders for Future, which generate profound sustainable change. Transformation with meaning Founders for Future, in their own innovative way, combine the strengths of high profitable growth with the positive effects of an entrepreneurial approach that focuses on sustainability. They specifically generate positive social and other impact. In addition to a personal calling with specific values (see also exemplary Bolsinger 2019b) and knowledge in sustain-ability topics, there is also an understanding necessary for a growth path with know-how about the essential economic growth drivers such as customer groups, sales areas, product/service design, corporate culture and target markets necessary. (Cohan 2019, p. 23) With this expertise entrepreneurs become able to shape transformation in a large, effective and self-reinforcing way on a global scale in the best case. Whole industries can be changed permanently when outdated business models, which harm people and the environment or which are based on corruption, are destroyed by founders transforming damage highly profitable into blessings with their new business practices. Profitability and growth in this case guarantee that unsustainable and damaging competitors will then be forced to change their own business model. (Zeyen and Beckmann 2019, S. 76) Especially in the areas of smart cities, digitization, sustainable production and consumption patterns, decarbonization and energy production, food, biosphere and water, demography and human capacity development and security, transformation efforts are necessary in order to achieve the sustainability goals of the United Nations and to ensure human life worth living on our planet. (Nakicenovic et al. 2018, 12 f.) These areas include massive and lucrative business model options for innovative startups with the will to transformation and disruption and they are equally meaning-ful to people with different worldviews and value systems. Purpose as orientation to ultimately desirable goals is an energy provider and motivation driver (Fink and Moeller 2018, p. 23) Purpose and meaning thus have two core facets, which, in combination with passion, strongly promote individual performance and create a focus. (Fink and Moeller 2018, 31 ff.) The psychological-emotional facet produced by meaning has already been explained above with the effects of intrinsic motivation. The fact-related facet of meaning Change for the better Shaping society positively in all areas in terms of sustainability is an important basis and at the same time, one of the greatest challenges for the successful implementation of the pressing sustainable development goals of the United Nations. (Nakicenovic et al. 2018, p. 35) Targeted transformation in this direction is an imperative to ensure the long-term survival of humanity. An aim of entrepreneurial 72 effects. (Zeyen and Beckmann 2019, p. 158) In order to keep an eye on this impact chain, special steps in the company's development are necessary, which ideally are carried out with accompanying external reflection. For this purpose, a practically proven procedure can help Founders for Future to pursue the Sustainable Development Goals (SDG) (Bolsinger 2018c): The shaping of the corporate culture with the anchoring of responsibility in the corporate ethos is the basis for all further steps. This is done based on a set of values derived from the vision of the founders, which must be actively managed. Contemporary value management as the foundation of all sustainability in corporate management and all credible sustainability management considers visible and invisible factors of people and organizations. Embed-ded in the basic understanding of questions of meaning of the actors, it is an ongoing value-related task to identify, manage and further develop a unique value portfolio that optimally connects and supports strategy. Purpose-driven value management succeeds if a practice-oriented value management cycle in the startup specifically addresses this value portfolio, designs it and keeps it up-to-date. (Bolsinger 2018b) If the business model is based on an understanding of responsibility that goes beyond isolated earnings figures, there is a corporate ethos that also enables credible differentiation in the sustainability area in the long term. Based on this foundation and possibly on additional sustainability knowledge, a potential analysis is carried out for the core business of the startup. The analysis prepares a meaningful selection of options with which the company can operate competitively in the long term. It would be presumptuous to believe that every company could or even had to make the maximum contribution for every SDG. Strategic corporate development together with sustainability experts requires a professional analysis of the core question: How can or could our company contribute to the realization of the specific sustainability goal? At the same time, care must be taken to identify and discuss entrepreneurial actions that may run counter to individual SDGs in order to consider avoidance strategies and/or compensation options from the outset. All the important profitable activities along the value chain from all relevant corporate activities in the core business must be included in the potential analysis. Subsequently, the possible sustainability options are prioritized against the background of materiality for the business model. Which priorities are to be set depends on the value contribution to the company and to the achievement of the sustainability goals. The optimum that can be achieved here lies in a profitable business activity that promotes one or more sustainability goals without running counter to other sustainability goals. In this context, a new way of thinking beyond monetary variables is required, so that high innovation potential usually becomes visible at this point in the process. The interim result of this step answers the question: How can good business be realized? The meaning provides an ultimate answer to the question of "Why should something be done or changed" and thus provides orientation as a signpost for clear direction. (Fink and Moeller 2018, p. 25) Experience has shown that many discussions about the meaning of various activities or ethical aims are stopped, when the question of the final justification or the final reason is asked, although an intensive concatenation of statements of meaning is pro-vided beforehand. At the point of the metaphysical logic of justification often stands speechlessness. This is due either to a weakly pronounced philosophical or theological ability to speak - for example, to the fact that in this respect no reflection or even personal positioning has yet taken place - or to the fact that these elements are assigned to the realm of the private, about which one does not like to talk. Founders for Future have a resilient final justification that adds depth to purpose and meaning and that is a motivating strength. Personal calling enables founders to see the world from a perspective beyond economic factors and thus to recognize a sense of second order. This sense of second order refers to specific situations into which the founders feel called in order to change them positively. This sense of second order is very much in line with the normative framework of liberal societies and the sustainability efforts at the level of the United Nations. The implementation of the UN Charter of Human Rights with human dignity at the center and the anthropocentric Agenda 2030 with the Sustainable Development Goals are current examples of this. Leaving visible traces Above all, there are approaches for the integration of measurable effects of entrepreneurial action in the sense of Sustainable Development Goals that are easy to understand and implement immediately for small and medium-sized enterprises as well as startups. (Bolsinger 2018a, 10 ff.) The necessary business model perspective for such purposeoriented entrepreneurship is holistic, so that value creation must be thought through, operationalized and measured in monetary as well as other ways in the desired effects (impact). (Zeyen and Beckmann 2019, p. 131) Right from the start, founders for future have to answer the question: "Which measurable traces should, and will our startup leave behind?” A proven approach to doing this comes from the OECD and was originally developed to measure the effectiveness of development cooperation programs. Impact is understood there as positive and negative, primary and secondary long-term effects, that are caused directly or indirectly, intentionally or unintentionally. (OECD 2002, P. 24) Founders for future have deliberately intended positive impacts in their meaning and these can be professionally investigated via the chain of effects used by the OECD: Input is transformed into output through correspond-ing activities (e.g. products and services), which is reflected in measurable results, which ultimately together produce the desired 73 business management competencies, competencies are also required to deal with unexpected change, ethical ideas and strategic vision building. (Jones and Maas 2019, p. 111) Specialist content must go hand in hand with further training to understand the entrepreneur's vocation and with exchange with others. At the same time, it must be taken into account that the ability to learn is not only conveyed with regard to the way in which objectives are pursued (single-loop learning), but also that the entrepreneurial objectives and assumptions remain changeable (double-loop learning) if essential conditions for the venture change. (Zeyen and Beckmann 2019, 210 ff.) It can be observed that startup support tends to be more successful if cooperation with other entrepreneurs takes place and the founders do not work for themselves or even alone. (Roberts and Lall 2019, p. 130) Mentors, who introduce entrepreneurs into their networks, share domain-specific knowledge and experience and help to overcome challenges are an essential factor of startup support. (Roberts and Lall 2019, p. 126) and can have a positive influence on the ability to learn. In order to trigger meaningful disruptive innovations and to grow not only personally but also entrepreneurially, four further necessary business conditions must be fulfilled in addition (Paetz 2014, xiii ff.): Real market options must exist or be created - at best in the form of existing customers' needs. Unique new solutions must be developed to satisfy these needs. The unique solutions must be significantly more effective and cost-efficient than any other solution on the market. The solutions found in this way must be consistently implemented by the new company, for which we make recommendations how to do this the lean way in the following chapter. If these solutions represent not only a technological leap forward of an existing industry, but also a completely new approach in the combination of production factors or the type of satisfaction of needs - for example also in the form of changed customer behavior such as digital self-research on medical questions instead of a direct visit to the doctor (Einav 2019, p. 36) - there is a particularly high chance of ending old business practices that are harmful to the common good as quickly as possible (Fox and Golenhofen 2019, 15 ff.) and to replace them with good new solutions in a profitable way. of "good" here includes all corporate impacts in the sense of a holistic corporate responsibility. A fixation of target values is necessary in order to set up an appropriate controlling and re-porting system. Accordingly, suitable indicators must be selected and fixed as to how the impact of the startup can be mapped visibly and measurably. Although the current international standards represent a quality signal, it is acceptable to first use auxiliary data variables for the company that are easy to collect, which at least make it possible to assess the direction of effect. Then there have to be developed metrics for measuring the actual changes over time, which allow a long-term view to be taken at market level and in comparison with possible competitors. Based on relative goals such as maintaining, expanding or reducing the status quo, clear parameters must be defined. The size of these variables indicates the seriousness with which they can be credibly communicated. The implementation of target achievement and reporting ideally take place without additional organizational structures and in classic business function areas (corporate planning and development, controlling, etc.). If a management information system already exists, the sustainability control parameters must be integrated into it. If a performance-related remuneration system already exists, sustainability aspects must also be considered. On the one hand, this cultivates sustainability holistically and is taken for granted in the company right from the start; on the other hand, a separation (e.g. in the form of separate sustainability officers) would be counterproductive, since the most profitable achievement of sustainability goals represents the core purpose of the company. Founders for Future retain these issues as a key differentiating feature at the CEO level and, if necessary, make use of a multi-stakeholder advisory board that brings in specialist expertise and makes high market dynamics more controllable. The resulting reporting forms the basis for inclusion in an integrated corporate responsibility report, which presents monetary performance indicators integrated with sustainability performance from the outset and illustrates the positive effects of corporate performance based on real-life examples. Growing together Founders for Future face a high dynamic and at the same time need a home for their beliefs and a sense of belonging to a community that values and reinforces their visions. A target-oriented training and incubation program for such projects must therefore include not only background knowledge of the business segment and the relevant sector for the specific project, as well as sustainability know-how, but also support in the personal and character development of the founders and the ongoing adaptation of the training program to corresponding developments in the market environment, as well as reflection on the respective personality structure. (Maas et al. 2019, p. 11) In addition to Realizing future-proof startups First-hand entrepreneurial expertise, professionalism, enthusiasm and inspiration in the truest sense of the word are the most important drivers for promoting entrepreneurship with "Deep Impact". While enthusiasm and inspiration have to be received as inner gifts, entrepreneurial thinking and professionalism can be learned. (Maurya 2018, p. 222). Starting slim and agile Business startups are often set up on the basis of a 74 approaches for satisfying them together with potential customers. (Eckert 2017, p. 8) Based on this, reduced prototypes are developed to the most necessary features - socalled “minimum viable products” (Ries 2018, p. 5). These reduced prototypes contain only the most important features that have to be completed later in the development process. Thus, in an iterative approach of testing, evaluation and adaptation, it can be tested and further developed whether and in what form the respective characteristics should be a meaningful and promising part of the final offer for market entry after the prototype phase. This approach is not only limited to product/service features, but is also used to design the operative business model, for example by exploring and iteratively evaluating all relevant business issues relating to sales, marketing, price setting, supply chain and logistics, etc. (Eckert 2017, p. 9) It is open to the personal taste which scientifically sound business model development approach is chosen. In practice, the established business model canvas with nine building blocks (key partners, key activities, key resources, value creation portfolio, customer relationships, distribution channels, customer segments, costs, revenues) is very popular (Osterwalder and Pigneur 2011, 20 ff.) (Osterwalder and Pigneur 2010, 16 ff.) and facilitates possibilities for easy exchange with other founders and potential partners. Equally recommendable is the business model poster based on the business model canvas. (Rusniak 2014, 127 ff.) An additional competitive component, a strategic component, a detailed value proposition and an overview of success factors are part of it. (Rusniak 2014, p. 127) business plan, without considering or even depicting deepseated motives for setting up a business. Sometimes the company or the business idea alone is brought so far into the foreground that the people who are driving the startup project appear more and more interchangeable. In our opinion, this is a big mistake, because people with their basic motivation and a discovered and sharpened vocation are the most important factor for creative action in the sense of successful business startups. When convinced people with professional competence in a certain field feel called upon to influence this world for the better with their ideas, the most important basis for meaningful entrepreneurship is laid together with professional support. It is therefore far from advisable to prepare for a startup on the basis of a business plan and to develop business models only on the basis of theoretical considerations. Even if a business plan for going to the bank, for investors or for applying for subsidies is still relevant, it remains only a plan. The plan should not be prepared out of normative pressure (Becker 2017, p. 100) but out of necessity. The preparation goes hand in hand with the knowledge that the business plan remains a theoretical construct on the basis of data relating to the past, which often contains little room for change dynamics and whose detailed elaboration can take a great deal of time. Time that may be used even more effectively and efficiently in direct product and service development on the market. (Ripsas and Hentschel 2017, p. 62) It is therefore advisable to enter the race with a strongly reduced business plan and to develop it further only if necessary - if the calling and striving for transformation to blissruption are sufficiently clear and sharpened. In the reduced business plan, the rough basic strategy has to be explained on which the business model that shall be developed is based. For this basis, it is then necessary to define a clever framework within which the basic strategy can change emergent and success-oriented within a defined time frame: At the same time, the lean startup approach integrates the innovation driven and customer-oriented development of products/services with an associated business model. During product/service development, the way in which the business model is structured and adapted is continuously reviewed so that the market-oriented probability of success with the relevant products and services is as high as possible. (Eckert 2017, p. 7) In an iterative trial-and-error learning process, the business model and the products and services are concretized on the basis of self-developed assumptions about existing customer needs. At the beginning, unchecked assumptions similar to the validation of hypotheses in a scientific research process - are systematically tested and verified or falsified and rejected. (Ripsas and Hentschel 2017, p. 62) In the bestcase scenario, this minimizes the risk of failure and at the same time achieves a comparatively high speed on the way to market maturity. At the beginning it is therefore necessary to understand and describe needs and then to develop Generating new knowledge The startup concept starts with a vision and ideas for an innovative blissruptive business model with its products and services. These ideas are expressed in a conglomerate of detailed assumptions. In order to check the assumptions, market experiments are designed and carried out, the results of which lead directly to a further development and refinement of the business model (Ripsas and Hentschel 2017, p. 64) – even with the possibility that the originally intended business model cannot be realized at all and can be completely rethought! The process therefore begins with ideas and is based on faith for the original vision. Found-ers believe that something will work as imagined and engage in an experiment that can verify and secure their faith. They strive to transform their faith into factual knowledge through systematic experimentation, which enables the realization of what is believed. They learn through practical doing and experience! By doing something, the experience with what is believed grows and the certainty about chances of success and functioning implementation options grows. Two-stage negative knowledge plays a major role in the process: Knowledge that is not yet available, but that can be produced and acquired through experimental procedures. (Aßländer 75 essential to take into account the individuality of the per-sons being called and a clearly defined understanding of the vocations when choosing a path to starting the company. In this respect, acceptance of emergence and its professional handling are important aspects for blissruptive impact startups. Transformation processes, innovations and creative startup action cannot be completely planned ex ante and then just processed. Strategies can also emerge without formal prior and complete formulation. (Ripsas and Hentschel 2017, p. 60) Rather, it requires an ongoing exchange of experience with other entrepreneurs and flexible processes as well as the individual confrontation with unexpected and unintended consequences of decisions made in the startup process. The Latin emergo means to emerge, to rise up (For statements on emergence see the literature in Bolsinger 2006, 130 ff.). Emergence shows that from a set of elements during a selforganization process a new structure can emerge that cannot be explained solely by the elements themselves. The whole then becomes much more than the sum of its parts. Emergence is made possible by continuous discourse on the meaningfulness and legitimacy of the dominant, organizational reality. This is facilitated by explicitly allowing re-flection in community and by individuals in the founding process. Imergence supports the process of emergence. Just as the emergence of something new becomes possible, a process of dissolution can also begin if actions are no longer based on shared constructions of reality. This is accompanied by the disintegration of interactions in the social system: self-organizing structures that have become obsolete can spontaneously disintegrate again. For this reason, it is not important to have a standardized procedure model that has supposedly been tried and tested perfectly for all founders, which needs to be completed in its entirety. Deviations are always possible in the startup process up to the complete new start of the enterprise with adjustments that are in line with the founders changing vision of change. There lies strength in this openness and the focus on people and their integration, since the interaction of the megatrends digitization, sustainability focus and globalization in ever faster cycles creates unprecedented business models and ideas in people's minds. These can never be completely planned ex ante, since they are initially based on assumptions and the real facts can only become visible step by step. (Ripsas and Hentschel 2017, p. 61) The steps and puzzle pieces presented here therefore remain a proposal for what we believe to be a target-oriented approach that can work: having people in mind and at the same time minimize costs for all parties involved. These steps are not the wisdom of last resort, but rather compressed empirical knowledge from entrepreneurial and academic environments in order to enter into the adventure of sustainable entrepreneurial shaping of a good future for mankind. The Lean Startup procedure shown here is a business 2011, p. 128). Competition arises where different players want to produce knowledge in the same area in order to be faster on the market than others. There is no generally accepted time at which knowledge and certainty can grow into absolute security and a guarantee of market success. It therefore remains a faith step to speak of the right time of taking real market opportunities – a faith step validated by experience and high probability. Knowledge as true and justified belief in an assertion or fact has three prerequisites: the real truth of the assertion, the belief in the correctness of the assertion, and a justification of that belief. (Boltin and Bolsinger 2019, p. 7) The Lean Startup concept is extremely advantageous when it comes to transforming beliefs justified by professional and market-related competence into knowledge through a discovery process. Above all because it limits the investment costs on the way to knowledge to the bare essentials. By testing only the minimum assumptions required, it can be called a highly efficient process. (Ripsas and Hentschel 2017, p. 68) In the epilogue to his classic, Ries describes avoiding inefficient waste during development as top priority for lean startups. (Ries 2017, 235 ff.) Valuing individuality and experience In the academic world, as in the founding scene, there is discussion about which founding approach is the most promising. Which way is the best, most efficient, fastest, most innovative...? "one-size fits all entrepreneurial startupactivity solutions are ubiquitous." (Honey and hop 2016, p. 102) There are plenty of approaches on the startup market. These are often praised as the only correct approach for successful founding. In the process, decisive elements of deeply rooted disruptive impact startups are often pushed into the background: man himself and the dominant spirit in the founding project. There is no empirical evidence that a certain approach would lead to a successful startup! The connections between formal planning and corporate success are also extremely diverse and are discussed controversially. (Becker 2017, p. 91) Thus, it is probably less important which specific path or planning approach is chosen for the venture, but rather who follows the path chosen by himself in his own way, when it comes to distinguishing successful startups from unsuccessful ones. (Honey and Hop 2016, p. 103) While in one case a business plan can be an important building block in the learning process, in another case it can be completely superfluous and almost a waste of time. Customized support on the way to the startup requires the consideration of personal and cultural circumstances as well as the context of the foundation, (Honey and Hop 2016, p. 103) an individual adaptation of training modules (Roberts and Lall 2019, p. 122) and, in our opinion, also the consideration of the intellectual climate and spirit of the team with which the startup walks its first steps. Particularly in the case of projects based on personal vocation and calling, it is 76 contribute their own experiences. We call on all designers of a good future for mankind to realize sustainability-related business models with deeply rooted intrinsic motivation and to combine them with their own ideological imprint in a meaningful way. In short, the presented approach provides a practicable understanding of connections on the way to one's own company as a meaningful instrument of positive and sustainable change: The Deep Impact Lean-Startup approach combines a vocation-oriented development of products and services with a targeted transformation effect and impact in the sense of sustainability objectives and the creation of a real sustainable business model. The pragmatically practice-oriented approach is action- and learning-oriented in order to develop marketable and profitable solutions that develop the desired transformation effects permanently and scalable without the need of donations or high public funding, since they possess their own earning power and competitive strength due to market demand. The special feature of DILS lies in the simultaneous and iterative circular work in the four areas of vision development and vocation, impact planning and transformation, product/service development and business model development to be brought to a synergetic fit with the goal of meeting the needs of the founders as human beings, meeting the requirements of sustainable management and generating market-driven products and services with functioning business models. Through an iterative approach of developing, trying, measuring and evaluating as well as target-oriented adjustments and modifications in all areas, the holistic DILS approach can lead to solutions that combine all four areas harmoniously and coherently. A major challenge in the DILS approach is on the one hand the reduction to the bare essentials in product, business model and transformation impact development, while at the same time using the inner depth of vision development as a complementary validation process to gain emotional certainty about the right next steps. The DILS-way is comparable to a path that is sketched out, but which is not yet completely visible. Only the beginning of the path lies before us in sufficient clarity – the rest is still in the fog. It is only during the hike, during the actual steps, that the path can be experienced and becomes visible piece by piece. The fog disappears as we move forward. To walk the path is to experience it. The willingness to start arises from the emotional certainty that the path is prepared and that it really only needs to be walked. Founders for Future are and remain permanently on their personal path as pioneers. They let themselves be called, shaped and changed and reflect on this together with other entrepreneurs and professional coaching as well as experienced mentors. DILS therefore requires intellectual depth, since it is not only about innovative product development with a functioning business model alone. At the same time the desired and measurable transformation effects have to be generated, which result from the calling of the founders and the management method for implementing Hayek's economic idea of the market as a self-organizing discovery process in practice. The differentiation from strongly planned founding approaches is based on the basic organizational patterns that Hayek implements with regard to social order (Bolsinger 2006, 121 ff.), not being able to plan everything to perfection as a human being (Hayek 1980, p. 30). This also applies to the implementation of a business plan that is based on historical data and does not initially provide for the business model to be adapted quickly in line with market reactions. (Ripsas and Hentschel 2017, p. 65) Customer-oriented innovation development on product and service level with agile methods in the paradigm of lean thinking is therefore at the center of lean startup business model development. Four core elements critical to success work together symbiotically to achieve this goal (Eckert 2017, 10 et seq.), which have to be systematically promoted in startup support: • Early partnership with customers and their integration into the circular (further) development of solutions with the objective of consistently striving for customer-oriented differentiation right up to disruption from the start. (striving for disruptive partnership) • Iterative constructivist approach using agile methods and continuous hypothesis formation and hypothesis testing in the sense of Popper's critical rationalism (Popper 1935) with the objective of finding one of the fastest possible ways to a demonstrably functioning solution. (high speed practical learning) • Resource-conscious approach at all times by reducing or eliminating activities that do not add value or result in impact, with the aim of simultaneously proceeding as efficiently and sufficiently as possible in the learning and development phase. (simplifying focus) • Integrated view of the overall project by combining product and service development and business model development with the objective of having a functioning business logic for market entry when the offer is ready for roll-out into the market. (holistic project development) Lean thinking and iterative approaches are equally applicable to blissruptive impact issues. What leads to the achievement of measurable sustainability indicators? Here, too, assumptions have to be made in advance, which need to be validated and which, like customer reactions, have an influence on the overall solution. Therefore, several gears mesh directly into each other, which can only move together in a target-oriented manner. Summary: Deep Impact Lean Startup - to the point! DILS shows a way how a blissruptive vision can be realized in a well-founded entrepreneurial way as simple as possible. The approach is primarily aimed at inspired and inspiring Founders for Future, who want to establish meaningful entrepreneurship with good effects and 77 Boltin, Reinhard; Bolsinger, Harald (2019): Angewandte Wissenstechnologie. Das Inkoba-System als Baustein erfolgreicher Wissensarbeit. Würzburg: Hochschule für Angewandte Wissenschaften WürzburgSchweinfurt. Borell, Nicki (2015): Disruption - Das Spiel mit Technologien und Paradigmen. Hamburg: tredition; tredition GmbH. Cohan, Peter S. (2019): Scaling Your Startup. Berkeley, CA: Apress. Eckert, Roland (2017): Lean Startup in Konzernen und Mittelstandsunternehmen. Ergebnisse einer Expertenbefragung und Handlungsempfehlungen. Wiesbaden: Springer Gabler (essentials). Einav, Gali (2019): Digitized. Emerald Publishing Limited. Fink, Franziska; Moeller, Michael (2018): Purpose driven organizations. Sinn - Selbstorganisation - Agilität. Stuttgart: Schäffer-Poeschel Verlag. Fowler, Susan (2014): Why Motivating People Doesn't Work... and What Does. The New Science of Leading, Energizing, and Engaging. San Francisco, US (A BK business book). Fuchs, Christoph; Golenhofen, Franziska J. (2019): Mastering Disruption and Innovation in Product Management. Connecting the Dots. Cham: Springer International Publishing (Management for Professionals). Gorman, Phil (2004): Motivation and emotion. London: Routledge. Gorman, Tom (2007): Motivation. Spark initiative, inspire action, achieve your goal. Avon, Mass.: Adams Media. Hanheiser, Bernd; Bolsinger, Harald (2020): FOUNDERS 4 FUTURE, Startup with Deep Impact. Berlin/Würzburg: I4E Impact 4 Entrepreneurship gGmbH. Hayek, Friedrich August von (1980): Recht, Gesetzgebung und Freiheit. Eine neue Darstellung der liberalen Prinzipien der Gerechtigkeit und der politischen Ökonomie. München: Verl. Moderne Industrie. Heinemann, Gerrit (2018): Disruptive Transformation. Eine Lösung für das Dilemma "digitale Disruption oder Transformation" im Handel. In: Disruption und Transformation Management : Digital Leadership - Digitales Mindset - Digitale Strategie. Wiesbaden: Springer Gabler, p. 291–324. Honig, Benson; Hopp, Christian (2016): New venture planning and lean start-up activities. A longitudinal empirical study of entrepreneurial success, founder preferences and venture context. In: Andrew C. Corbett und Jerome A. Katz (Hg.): Models of start-up thinking and action. Theoretical, empirical, and pedagogical approaches. First edition. Bingley: Emerald (Advances in entrepreneurship, firm emergence and growth, volume 18), p. 75–108. Jones, P.; Maas, G. (2019): Conclusions on associated multi-criteria objectives. In addition to the economic logic of the business and the knowledge of the finiteness of the available financial resources to develop an overall solution, the passion and deep anchoring of the desire for transformation as well as the understanding of specific transformation mechanisms are equally necessary. Founders for Future see themselves as a formative part of society, because in the long term, profitability can only be strengthened by social and ecological responsibility. This closes the circle of our enthusiasm for a new holistic entrepreneurial ethics of responsibility (Bolsinger 2019a), which we mentioned at the beginning: Good will in the form of deeply and personally anchored virtue ethics leads through good action in the form of actively exercised duty ethics to good consequences as measurable positive impact. For Founders for Future, it is a self-evident truth, that the own ethical footprint cannot be big enough! References Aßländer, Michael Stefan (2011): Grundlagen der Wirtschafts- und Unternehmensethik. Marburg: MetropolisVerlag. Becker, Alexander (2017): Planung ohne Businessplan? Junge Unternehmen im Spannungsfeld zwischen normativem Druck und strategischem Handeln. In: Harald Pechlaner und Xenia Isabel Poppe (Hg.): Crowd Entrepreneurship. Das Gründungsgeschehen im Wandel. Wiesbaden: Springer Gabler, p. 81–107. Blanchard, Ken; Carlos, John P.; Randolph, Alan (2001): Empowerment Takes More Than a Minute. 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Global Case Studies, p. 105–113. Leal-Millán, Antonio; Peris-Ortiz, Marta; LealRodríguez, Antonio L. (2018): The Route Towards Sustainable Innovation and Entrepreneurship: An Overview. In: Antonio Leal-Millan, Marta Peris-Ortiz und Antonio L. Leal-Rodríguez (Hg.): Sustainability in Innovation and Entrepreneurship. Policies and Practices for a World with Finite Resources. 1st edition 2018. Cham: Springer International Publishing (Innovation, Technology, and Knowledge Management), p. 1–9. Maas, G.; Jones, P.; Lockyer J. (2019): The Journey to Transformational Entrepreneurship. In: Gideon Maas und Paul Jones (Hg.): Transformational Entrepreneurship Practices. Global Case Studies, p. 1–14. Markgraf, Daniel (2014): Entrepreneurial Spirit. Was macht einen Unternehmer aus? In: Jörg Schweigard (Hg.): Der unberechenbare Faktor Mensch. Kritische Beiträge zum Modell des homo oeconomicus. Renningen: expert (AKAD Forum, 6), p. 65–89. Maurya, Ash (Hg.) (2018): Scaling Lean: Verlag Franz Vahlen GmbH. Miller, R. A.; Collier, E. W. (2010): Redefining Entrepreneurship: A Virtues and Values Perspective. In: Journal of Leadership, Accountability and Ethics 8 (2), p. 80–89. Mühlenhof, Mira (2018): Chefsache intrinsische Motivation. Wiesbaden: Springer Gabler. Mutius, Bernhard von (2017): Disruptive Thinking. Das Denken, das der Zukunft gewachsen ist. 1st ed. Offenbach: GABAL Verlag. Nakicenovic, N.; Riahi, K.; Boza-Kiss, B.; Busch, S.; Fujimori, S.; Goujon, A. et al. (Hg.) (2018): Transformations to Achieve the Sustainable Development Goals. Report prepared by The World in 2050 initiative: International Institute for Applied Systems Analysis (IIASA). Niewierra, Dieter - ISS ESG - Institutional Shareholder Services Inc. (Hg.) (2019): ESG RE-VIEW 2019 - The State of Play of Corporate Responsibility. Rockville, Maryland (USA). OECD (2002): Glossary of key terms in evaluation and results based management. Paris: OECD (Evaluation and aid effectiveness). Osterwalder, Alexander; Pigneur, Yves (2010): Business model generation. A handbook for visionaries, game changers, and challengers. Toronto: Flash Reproductions. Osterwalder, Alexander; Pigneur, Yves (2011): Business model generation. Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Frankfurt, New York: Campus Verlag. Paetz, Paul (2014): Disruption by design. How to create products that disrupt and then dominate markets. New York: Apress. 79 80 Paper Presentation & Panel Meeting on Small Firm Internationalisation (Session in Turkish) 81 82 Uluslararası Pazarlama Uygulamalarında Gerekli Beceri Düzeyleri Erdoğan Taşkın, Beykent University, Istanbul, Turkey doğrudan pazarlama ve satış geliştirme yetkinlikleridir. (TİM 2020:15-16; Taşkın 2017: 59-60). Germany and Turkey historically have had very close Günümüzde bütün işletmelerde kaynaklar sınırlıdır. Kıt kaynaklar işletme amaçlarına göre tahsis edilir. Özellikle sınırlı kaynaklar ile karar alan yönetici ve çalışanlar, uluslararası pazarlama süreçleri içinde çok farklı becerilere ihtiyaç duyar. Muhtemelen dış ticaret yapan her işletmede çalışanların bazı uluslararası pazarlama becerileri vardır. Ancak bu çalışmada belirtilen uluslararası pazarlama becerilerinin hepsinin tek işletmede olması imkansızdır. Planlama ve Faaliyet Becerileri, Fiyatlandırma Becerileri, Ürün Becerileri, Dağıtım Becerileri ve Tutundurma Becerileri olmak üzere beş temel bağlamda toplanan bu yetenekler, işletme içinde mevcut değilse her işletmenin dış kaynak kullanması gerekli olabilir. İşletme amaçlarına ulaşmak ve sınır ötesindeki küresel müşterilerin ihtiyaçlarını karşılamak için çalışanlarda belirli vasıfların olması önemlidir. 1. Kuramsal Çerçeve Uluslararası pazarlama faaliyetlerinde etkili olmak isteyen işletmenin ulusal düzeyde yapılan pazarlama faaliyetleri ile uluslararası pazarlama için gereken beceriler arasındaki farkları ve benzerlikleri doğru anlayarak karar alması gerekir. Uluslararası pazarlama, uluslararası sahadaki uygulama çalışmalarında yüklendiği çeşitli talepleri, farklı istekleri ve değişik beklentileri cazip teklifler sunarak yerine getirmelidir (Albaum vd. 2016:17-18). İşletmelerde uluslararası müşterilerin ihtiyaçları, istekleri ve beklentilerini karşılayarak piyasada sonuç almasını sağlayan farklı düzeylerde pazarlama becerileri gereklidir. Bir işletmenin küresel iktisadi faaliyetlere nasıl uyum sağladığını belirlemesi insanların beceri ve niteliklerine bağlıdır (Czinkota ve Ronkainen, 2013:27). Uluslararası pazarlamada işletmelerin ayrıca kişiler için eğitimin nitel yönlerini, yani belirli becerilere ve verilen eğitimin genel seviyesine göre değişen yetkinlikleri belirlemesi gerekir (Czinkota ve Ronkainen, 2013:76). Uluslararası yöneticiler, uluslararası ve kültürlerarası yetkinlik açısından bir ikilemle karşı karşıyadır. Yeterli yabancı dil bilgisi ve uluslararası iş becerilerinin olmaması sözleşmelerin kaybedilmesine, müzakerelerin zayıflamasına ve etkisiz yönetime neden olur (Czinkota ve Ronkainen, 2013: 83). Artan teknoloji kullanımı, tüketicilerin daha sık işitilmesini ve işletmelerin müşterilerini dinleme becerilerinde çok daha etkin çalışmalarını sağlayan yeni pazarlama inceleme yaklaşımlarına yol açmıştır. (Czinkota ve Ronkainen, 2013: 260). Özellikle imalat işletmelerinin uluslararası başarısı için çok önemli etkenler, ürün tasarımı ve mühendisliğinin yenilikçi uygulaması, ileri üretim süreçleri, pazarlama ve dağıtım, müşteri ilişkileri yönetimi, dış kaynak kullanımı ve küreselleşme stratejileridir (Keillor 2007: 11). Uluslararası piyasalarda pervasız ticaret savaşları yaşanmakta, ihracatı zorlaştıran ilave vergiler ile tarife dışı güçlü engeller yükselmekte ve korumacılık kalelerinin surları devamlı tahkim edilmektedir. Bu çetin şartlar içindeki işletmelerin uluslararası pazarlama uygulamalarında başarılı olabilmesi faaliyet ve uygulama süreçlerinde etkili olmasına bağlıdır. Uluslararası Pazarlama Becerileri İşletmenin tabiî, iktisadi, kültürel, siyasi, kanuni ve teknolojik çevresi işletmenin amaçlarına ulaşmasını etkiler. İşletme çalışanlarının ilk olarak pazarlama planlaması yapabilmesi ve faaliyet hedeflerine erişebilecek farklı becerileri olmalıdır. İşletme ikinci olarak uluslararası fiyat kararları, piyasaya fiyatla girme politikası, uluslararası ödeme şekilleri ve maliyet belirleme gibi ayrıntılı konularda beceri sahibi olmalıdır. Üçüncü olarak uluslararası ürün kararları, uluslararası ürün stratejisi, marka ve uluslararası marka yönetimi, ulusal ve uluslararası markalama, ambalajlama ve etiketleme gibi çeşitli becerileri etkilidir. Dördüncü olarak uluslararası dağıtım kanalları, kanal çeşitleri, pazarlama sistemleri, uluslararası kanal tasarımı ve teslim şekilleri son derece önemlidir. Beşinci önemli olgu çalışanların uluslararası tutundurma kararları içindeki uluslararası reklam, halkla ilişkiler, tanıtım, kişisel satış, 2. Dış Kaynak Kullanımı Dış kaynak kullanımı yaklaşımı küresel tedarik zincirinin ve uluslararası dağıtım kanallarının bütünleşmesini ve verimliliğini artırır. İşletmelerin temel yetkinliklerine yoğunlaşmalarını sağlayarak verimliliği 83 becerilerin hepsi aynı yerde yoktur. İşletmeler çalışanlarının sahip olmadığı ve bu çalışmada beş alan içinde toplanan belirli becerileri sözleşme ile dış kaynak kullanarak temin edebilir. Örneğin işletmenin yabancı ülkedeki dağıtımcısı veya bayisi gerekli bu becerilere sahiptir ve işletmenin faydalanması için ihtiyaç duyulan faaliyetleri işletme adına yapabilir. Ayrıca bu işletmeler insan kaynaklarında mevcut olmayan veya yetersiz becerileri için eğitim ve geliştirme çalışmaları düzenleyebilir (Jagodka 1998:115-118). Beceriler, eğitim ve deneyimin bir sonucu olarak belirli bir görevi yapabilecek genel kabiliyet olarak tanımlanır. Mevcut bilimsel öğretiler, beceriler arasındaki ayrıma deneyim kadar kalıtımın da etkili olduğuna işaret etmektedir. Bir çalışanın beceri düzeyi belirlenen işleri ne ölçüde iyi yapabileceğini gösterir. Bir beceri veya belirli davranış öğrenildikten sonra iş başında ne ölçüde uygulandığı ölçülmelidir. İş başında kullanılıyorsa öğrenildiği açıktır. Ancak bazı beceriler öğrenilmiş fakat işi yaparken kullanılmıyor olabilir. Bu durumda öğrenilen becerinin işe uygulanması arasında boşluk olabilir. Yöneticinin yükseltir (Keillor 2007:6). Küresel işletmeler sadece maliyetleri düşürmek için değil tarife gibi engelleri aşmak için dış kaynak kullanımına giderek yüksek düzeyde becerikli fakat düşük ücretli çalışanlardan özellikli işlevler ile çeşitli pazarlama faaliyetlerinde yararlanmaktadır. Böylece küresel yetenekler kaldıracından faydalanan işletmeler verimlilik ve etkinliklerini yükseltmektedir (Deresky 2008: 227-228, 251). Daha önceki dönemlerde tam isabetli olarak kitle pazarını oluşturmak için genellikle sıkı bir şekilde kontrol edilen, bir dizi merkezileştirilmiş üretim süreci gerekiyordu. “Kendin yap” üretim zihniyeti veya “kendi kendine tedarik etmek” hedefi “tam isabet tutturan üreticiler” için olağandı. Piyasada rekabet kızıştıkça, hedefe isabet eden mamullerin üretimi, çoğu dış ülkelerde olmak üzere, seçkin birkaç yabancı ortağa verilerek ve dışarıdan tedarik edilerek gerçekleştirildi. Dış kaynak kullanımı, seçilen üretimin ve diğer işletme işlevlerinin, bunlar üzerinde uzmanlaşmış dış kuruluşlara devredilmesidir. Dış kaynak bulma faaliyeti, Şekil 1. Uluslararası Pazarlama Yeteneklerini Gösteren Pazarlama Araştırmalarının Sentezi bölümünde çalışanların faaliyetleri sırasında işin yapılması için hangi eğitime neden ihtiyacı olduğunu belirlemesi ve beceri boşluğunu kapatacak çalışmalar yapması önemlidir (Blanchard ve Thacker 2010, 18-19, 339, 443). Çalışanların uygulamada bazı becerileri hemen öğrenmesi mümkün olmadığı durumlarda veya maliyet baskısı gibi nedenler ile sınırlar ötesindeki müşteri taleplerini karşılayan küresel işletmeler dış kaynak kullanımı gibi yeni iş modellerinden yararlanmaktadır. Ölçek ekonomisi ile küresel ölçekte pazarlama faaliyeti yapılmaktadır. Ulusal sınırlar dikkate alınmadan en uygun ham maddeler için en etkili tedarikçiler ile çalışılarak, en fazla kazanç sağlayan piyasa bölümlerine ulaşılacak işletme yaklaşımları uygulanmaktadır (Blythe ve Megicks 2010, 46-47, 223-224). kitle pazarlamacılarının maliyetlerini düşürmelerine, temel yetkinliklerine odaklanmalarına ve entelektüel sermaye sağlamalarına yardımcı olur. Dış kaynak kullanma stratejisinin uygulanması konusundaki büyük bir tereddüt, uygulamanın önemli miktarda karar verme gücünü ve kontrolü yabancı şirkete aktarmasıdır. Güven meselesi aşılması gereken önemli engeldir. Çok kanallı pazarlama ağlarının dikey-yatay tam olarak bütünleşmesini sınırlayan, kullanılan dış kaynağa güven duyma konusu uluslararası pazarlamada hâlâ bir sorundur (Keillor 2007: 151). Son dönemlerde uluslararası pazarlamada yapılmış pazarlama yeteneklerini gösteren, Şekil 1 pazarlama araştırmalarını özetlemektedir. Bu modele göre işletmenin amaçlarına ulaşması için gereken çıktıları pazarlama yeteneklerine bağlıdır (Morgan vd. 2018: 83). İşletmelerin kaynakları ve zamanı sınırlı olduğu için çalışanlar, uluslararası pazarlama süreçleri içinde beş başlık altında toplanabilecek farklı becerilere çeşitli düzeylerde ihtiyaç duyar. Muhtemelen işletme çalışanlarının bazı uluslararası pazarlama becerileri vardır. Ne var ki belirtilen 3. Planlama ve Faaliyet Becerileri Uluslararası müşterilerin isteklerini karşılamak isteyen işletmeler çoğunlukla değişken piyasalar, güçlü rakipler ve zorlu koşullar ile uğraşmaktadır. Bu durumda planlama yapmak anlamsız 84 gözükmektedir. Ancak tam bu mücadelede için işletmelerin müşteri değeri yaratması, amaçlarına ulaşması ve hedeflerini gerçekleştirmesi için planlama yapması zorunludur. Genel olarak planlama ile pazarlama planlaması ve uluslararası pazarlama planlaması işletmelerin beklentilerini gerçekleştirmesinde çok önemli faydalar sağlar. İşletme planlama, uygulama ve kontrol ile pazarlama faaliyetlerini ölçerek değerlendirir (Blythe ve Megicks 2010: 11-13). yapma isteği, bölge yönetimi vasıfları, bayi satış gücünün becerilerinin de dikkate alınması eşit derece önemlidir (Zou vd. 2009: 107-108, 123-127). Şekil 2’de yabancı dağıtımcının seçilmesi için gereken en önemli değişkenler, dağıtım şirketinin genel olarak güçlü yönleri ve mali kuvveti, iş yapma isteği, pazarlama becerileri, satılan ürünün unsurları ve diğer kolaylaştırıcı etkenler olarak beş başlık altında toplanmıştır (Çavuşgil vd. 2013: 313-314). 4. Fiyatlandırma Becerileri 7. Tutundurma Becerileri İşletmeler uluslararası pazarlama karmasının dış piyasada en görünen yüzü olan tutundurma alt bileşenlerini bütünleşik pazarlama ilkeleri çerçevesi ve şirket amaçlarına göre değerlendirir. Pazarlama bütçesi içinde medya planlama, reklam ve piyasa araştırmaları, tanıtım ve halkla ilişkiler, satış destek faaliyetleri, satış geliştirme çabaları, doğrudan dağıtım, tanzim teşhir, sergiler ve fuarlar, sosyal ağlarda iletişim gibi farklı tutundurma seçeneklerini bulunur (Pelsmacker vd., 2010: 3-6). İşletmeler uluslararası pazarlama uygulamalarında fiyatlandırma karmaşasının etkilerinden kurtulmanın en uygun yollarını bulmak için dış piyasada nasıl bir fiyatlandırma durumu ile karşılaştıklarını göz önüne alır. İşletme uluslararası fiyatlandırmada karşısına çıkan farklı fiyatlandırma sorunlarını çözmeli ve fiyatlandırmada çeşitli etkenleri dikkate alarak her farklı pazar için en uygun fiyatı vermelidir (Terpstra ve Saratyhy, 1991: 537-538). 5. Ürün Becerileri İşletmeler uluslararası pazarlama karması içinde iç piyasadaki mevcut ürünlerin dış piyasaya uygunluğunu değerlendirir. Özellikle çevre ve ürünün tüketim malı veya sanayi mamulü olmasına göre ürünü dış piyasaya uyarlamaya karşılık ürün standartlaştırmanın hangisinin en uygun olduğuna karar verir. Ürünle ilgili performans standartları, çevre duyarlılığı ve ilgili diğer mevzuatı inceler. Ölçme, derecelendirme, marka tescili, kullanılan ambalaj, etiket, tarz, tasarım, tat, garanti ve servis koşulları gibi önemli ayrıntıları piyasaya göre belirler. Küresel ürün yaşam döngüsü ve marka stratejisi yaratır (Bǔrca vd. 2004: 262-272). Etkili Uluslararası Pazarlama Uygulamaları ve Araştırma İhtiyacı İşletmelerin uluslararası pazarlamada uygulamalarında etkili olabilmesi yabancı pazarlar için pazarlama yeteneklerini farklı şekillerde yönetmesine bağlıdır. Uygulamada bu yeni yeteneğin sağlanması için yönetim daha çok beceri odaklı olmalıdır. İşletme değişime uyum sağlamak için bütün pazarlama becerilerini ve yetkinliklerini sürekli geliştirilmelidir. Dolayısıyla, pazarlama becerileri Şekil 2. Yabancı Dağıtımcının Seçilmesi İlkeleri İşletmenin Genel ve Mali Gücü İş Yapma İsteği Pazarlama Becerileri Ürün Unsurları Kolaylaştırıcı Unsurlar Yabancı Dağıtımcı bağlamında uluslararası pazarlama konularının uygulamada araştırılması önemlidir (Gnizy 2019: 214-215). Araştırmanın karar sorusu, araştırma sorusu, araştırma amacı, matematiksel modeli, araştırma modeli, hipotezleri ve araştırma hedefleri etkili uluslararası pazarlama ve beceri değişkenlerinin önem düzeylerini ifade etmektedir (Yükselen 2017: 15-20). 6. Dağıtım Becerileri İşletmeler uluslararası pazarlama karmasının dağıtım unsurunu, pazarlama karmasının diğer bileşenleriyle birlikte ve bir planlama bütünlüğü içinde biçimlendirir. Uygun piyasanın, taşıma şeklinin ve dağıtımcının seçilmesi yapılan farklı işler içindeki en önemli becerilerdir. Ayrıca envanter düzeyi, bulunan dağıtımcının işbirliği 85 X5: Tutundurma Becerileri Şekil 3’de gösterilen ve şirketlerde yapılması gereken uluslararası pazarlama uygulamalarının araştırma modeli, işletmelerde uluslararası pazarlama uygulamalarını etkileyen, çalışanların planlama ve faaliyet becerileri, fiyatlandırma becerileri, ürün becerileri, dağıtım becerileri ve tutundurma becerileri olmak üzere algılara katılma düzeyinin ölçülmesini gerektiren beş başlıktan oluşmaktadır. Ölçülmesi gereken hedefler, Jagodka (1998) araştırmasının sonuç bulgularıdır. İlgili kaynak içinde saptanan etkili uluslararası pazarlama beceri düzeyleri ilgili yargılara katılma düzeyleri toplam 66 soru içinde değerlendirilmiştir. Karar Sorusu: İşletmelerin uluslararası pazarlama uygulamalarında etkili olması için ne yapılmalıdır? Araştırma Sorusu: İşletmeler uluslararası pazarlama uygulamalarında neden etkili değil? Araştırma Amacı: Araştırmanın ilk amacı, işletmelerin uluslararası pazarlama uygulamalarında etkin olmasında çalışanların temel beceri unsurlarının önem düzeyini tanımlamaktır. İkinci olarak ihracat yapan şirketlerde çalışanlarda bu Şekil 3. Kavramsal Model Planlama ve Faaliyet Becerileri Fiyatlandırma Becerileri Ürün Becerileri Dağıtım Becerileri Tutundurma Becerileri Uluslararası Pazarlamada Etkili Uygulamalar Planlama ve faaliyet becerileri 20, fiyatlandırma becerileri 12, ürün becerileri 11, dağıtım becerileri 11, tutundurma becerilerine yönelik 12 alt değişken kullanılmıştır. becerilerin ne derece mevcut olduğunu saptamak ve son olarak bu çalışanların sahip olduğu beceriler ile ihtiyaç duydukları beceriler arasındaki farkı belirlemektir. Hedefler: 1. Etkili uluslararası pazarlama uygulamaları için planlama ve faaliyet beceri önem düzeylerini ortaya çıkarmak, 2. Etkili uluslararası pazarlama uygulamaları için fiyatlandırma becerileri önem düzeylerini ortaya çıkarmak, 3. Etkili uluslararası pazarlama uygulamaları için ürün becerileri önem düzeylerini ortaya çıkarmak, 4. Etkili uluslararası pazarlama uygulamaları için dağıtım becerileri önem düzeylerini ortaya çıkarmak, 5. Etkili uluslararası pazarlama uygulamaları için tutundurma becerileri önem düzeylerini ortaya çıkarmaktır. Planlama ve Faaliyet Becerileri: 1) İşletmemiz uluslararası pazarlama faaliyetlerinin etkinlik ve verimliğini değerlendirir 2) Uygulanan ve yazılı bir uluslararası pazarlama planı mevcuttur 3) Dış piyasanın büyüklüğünü ve imkânlarını belirler 4) Küresel rekabet analizi yapar 5) Yayınlanmış farklı veri kaynaklarını ve bilgisayar uygulamalarını kullanır 6) Yabancı müşteri satın alma davranışı ve teknik karar alma süreçleri anlayışını geliştirir 7) Çalışanların uluslararası pazarlama eğitimi ihtiyaçlarını belirler 8) Dış işletmelerin uygulamalarına, kültür farklarına ve resmi nezaket kurallarına uyum sağlar 9) Ana dili Türkçe olmayan farklı kişiler ile kolay iletişim kurar 10) Yabancı bir dili konuşabilir 11) Belirlenen dış ülke ve bölgedeki piyasa payını tahlil edebilir 12) Yabancı piyasanın hukuki çevresi ve kanunlarına ilişkin uygulamaları değerlendirir Hipotezler: H0: İşletmelerde etkili uluslararası pazarlama uygulamaları için çalışanların beceri düzeyleri önemli değildir. H1: İşletmelerde etkili uluslararası pazarlama uygulamaları için çalışanların beceri düzeyleri önemlidir. Matematiksel Model: Y= f (X1, X2, X3, X4, X5) Y: Etkili Uluslararası Pazarlama Uygulamaları X1: Planlama ve Faaliyet Becerileri X2: Fiyatlandırma Becerileri X3: Ürün Becerileri X4: Dağıtım Becerileri 86 13) Mevcut ihracat ve ithalat mevzuatını maliyet ve risk açısından tahlil edebilir 14) Uluslararası piyasayı bölümlendirebilir 15) Küresel ve çok uluslu pazarlama stratejileri arasındaki farkları ayırt edebilir 16) Rakiplerine göre piyasadaki fırsatlara karşı daha hızlı tepki gösterebilir 17) Yabancı piyasa ziyaretlerini, dış gezileri ve seyahat güzergâhlarını planlar 18) Dış ülkenin tarihi, iktisadi, tarihi ve kültürel eğilimlerine dikkat ederek önemli unsurları araştırır 19) Sağlanan kârın işletme içinde kalmasını planlar 20) İnsan kaynakları görevlerini belirler ve en uygun örgüt yapısını kurar 3) 4) 5) 6) 7) 8) 9) 10) 11) Fiyatlandırma Becerileri: 1) Uluslararası fiyatlandırma stratejilerini seçer ve değerlendirir 2) Uluslararası piyasalardan elde edilen gelirleri ve k rları tahmin eder 3) Uluslararası ödeme yöntemlerinden en uygun olanını seçer ve değerlendirir (Mal mukabili, vesaik mukabili, akreditifli, kabul kredili, peşin) 4) Uluslararası ticaretin finansmanı için en uygun olanı seçer ve değerlendirir (Eximbank kredileri, alıcı kredileri, alacak sigortası, hazine ürünleri) 5) Uluslararası ticarette kullanılan çeşitli teslim şekillerinden birini (INCOTERMS) kullanarak yanlış anlamaları önler 6) Tam maliyet ve artan maliyet arasındaki farkları kavrar 7) Paralel ithalat(grey market) faaliyetlerini yönetir ve tahlil eder 8) En etkin transfer fiyatlandırma şeklini bulur ve uygular 9) Çok kültürlü ortamlarda etkili ticari müzakere yapabilir 10) Uluslararası gümrük mevzuatı ve gümrük vergilerine bağlı maliyetleri belirler 11) Türkiye ve dış ülke vergi teşviklerini (örneğin, yabancı satış şirketlerini) değerlendirir 12) Müşteri için hizmet maliyetlerini tanımlar ve düzenlenmesini yapar (Örneğin ürün ambalajı üzerine bölge dilini yazmak) Yerel markaları inceler ve uluslararası markalama stratejilerini geliştirir Çeşitli sınıflandırma numaralandırma sistemlerini gözden geçirir (Örneğin SIC, SITC, HTS) Ambalajlama, etiketleme ve paketleme ihtiyaçlarını değerlendirir Güvenilir dış ülke veya devlet onaylarını alır (Ürün, güvenlik, çevre ve kalite standartları) Fikri mülkiyet haklarını korur "Ne satıyoruz?” tanımlar Dış piyasa bakım, onarım ve teknik servis sistemini geliştirir (Garanti, tamirat, yedek parça politikaları) Ürün kaynak stratejilerini değerlendirir ve seçer Her ürünü kendi piyasası içinde ürün yaşam döngüsü stratejisini belirler Dağıtım Becerileri: 1) Uygun olan dış pazara giriş seçeneklerini değerlendirir ve bulur 2) Uluslararası taşıma şekillerinden uygun olanları seçer ve değerlendirir (özellikle güzergâhların mevcut olmadığı yerlerde) 3) Uluslararası taşıma işleri organizatörünü (freigth forwarder) değerlendirir ve en uygun olanı seçer 4) Tam zamanlı yönetim veya Kanban envanter sistemleri geliştirir 5) Dağıtımı etkileyen fiziki coğrafya ve çevre faktörlerini değerlendirir 6) Yabancı gümrük komisyoncuları veya takas acenteleri ile sözleşme yapar 7) Geçerli ihracat lisanslarını alır 8) Ortak girişimlerin ve stratejik ittifakların uygunluğunu değerlendirir 9) Yabancı dağıtımcı, bayi ve acenteleri tanımlar, değerlendirir, vasıflandırır ve seçer 10) Uluslararası satış gücünü seçer, işe alır, ücretlendirir, eğitir ve yönetir 11) Dağıtımın verimliliği ve dağıtımın etkinliği arasındaki dengeyi sağlar Tutundurma Becerileri: 1) Uygun olan sosyal medya şirketini değerlendirir ve seçer 2) Uygun olan tutundurma karmasını değerlendirir ve seçer 3) Uygun olan uluslararası reklam ajansını değerlendirir ve seçer 4) Uygun olan çağrı merkezini değerlendirir ve seçer 5) Uygun olan kamu ve yerel yönetim halkla ilişkiler uzmanlarını değerlendirir ve seçer Ürün Becerileri: 1) Mevcut ürünlerin dış piyasaya uygunluğunu değerlendirir 2) Ürün uyarlamaya karşılık ürün standartlaştırmanın hangisinin en uygun olduğuna karar verir 87 yararlanılarak çalışanlarının niteliklerini yükseltmelidir. Bu sıralanan olgular, işletmelerin dış ticaret bölümleri için öğretici saptamalardır. Bundan sonra araştırmalar ile yabancı sahalardaki uygulamalar derinlemesine incelenmelidir. Ayrıca uluslararası pazarlama uygulamalarında verimliliğini yükseltmek isteyen işletmeler başlıca üretim ve hizmet alanlarına yoğunlaşmak için dış kaynak kullanmalıdır. Temel işlevleri dışındaki işlerini bu konularda uzmanlaşmış güven duyulan, yenilikçi katkılar yapabilecek, uluslararası pazarlama iç görüsüne yoğunlaşan kurumlara devretmelidir. 6) Uygun olan internet pazarlama hizmeti sağlayıcılarını değerlendirir ve seçer 7) Yabancı ülkedeki mevzuatı tutundurma konularına göre tanımlar ve bunlara uyar 8) Uygun olan uluslararası iletişim kanallarını değerlendirir ve seçer 9) Tutundurma veya sunum malzemeleri ile satıcıların ürün bilgisini geliştirir 10) Devletin ihracat teşviklerini, yardımlarını, hibe ve desteklerini uygun şekilde kullanır 11) Uluslararası ticareti teşvik etmek için yurt içi ve yurt dışı uluslararası fuarlara katılır 12) Gidilecek ülkenin ayırt edici özellikteki farklı tutundurma seçeneklerini keşfeder. Kaynaklar Koch, A. J. (1997). “Definition and Evaluation of Competence, Capability and Skill Gaps in International Business”, Journal of Marketing Practice: Applied Marketing Science, Vol. 3 No. 2 119-151. Keillor, B. D. (eds.) (2007). Marketing in the 21st Century-New World Marketing, London: Praeger Perspectives. Yükselen, C. (2017). Pazarlama Araştırmaları, (7.Baskı), Ankara: Detay Yayıncılık. Taşkın, E. (2009). Pazarlama Esasları, İstanbul: Türkmen Kitapevi. Taşkın, E. (2017). Uluslararası Pazarlama-Güncel Küresel Yaklaşımlar, (2.Baskı), İstanbul: Türkmen Kitapevi. Albaum, G. and Duerr E., Josiassen, A., (2016). International Marketing and Export Management, (8th Edition), Harlow, United Kingdom: Pearson Education Limited. Deresky, H. (2008). International ManagementManaging Across Borders and Cultures, International Sixth Edition, New Jersey, United States: Pearson Education Inc. Gnizy, I. (2019). “The Role of Inter-Firm Dispersion of International Marketing Capabilities in Marketing Strategy and Business Outcomes”, Journal of Business Research, 105, 214–226. Blythe, J. and Megicks, P. (2010). Marketing PlanningStrategy, Environment and Contex, First Edition, Harlow, England: Pearson Education Limited. Czinkota, M. R. and Ronkainen, I. A. (2013). International Marketing, (10th Ed.), South-Western, United States: Cengage Learning. Morgan, N. A. and Feng H., Whitler, K. A., (2018). “Marketing Capabilities in International Marketing”, Journal of International Marketing, Vol.26, No.1, 61-95. Blanchard P. N. and Thacker, J. W. (2010). Effective Training-Systems, Strategies, and Practices, International Fourth Edition, New Jersey, United States: Pearson Education Inc. Pelsmacker, P. D., Geuens M. and Bergh, J. V. (2010). Marketing Communications-A European Perspective, Fourth Published, Harlow, England: Pearson Education Bütün sıralanan becerilerin kural olarak yönetim tarafından uygulanması çok kolay değildir. Koch (1997) yeteneklerin, becerilerin ve kritik yetkinliklerinin düzeyinin çalışanlar bağlamında önemli olduğuna işaret etmektedir. Buna karşılık bireysel yetkinlikler, yetenekler ve becerileriler ile ilişkili olmayan ürün kategorileri, coğrafi sahalar ve iş yapma şekilleri gibi iyi tanımlanmış herhangi bir alanın değerlendirilmesinde yönetime çok fazla yarar sağlamaz. Zira her işletmenin çevresi çok karmaşıktır. İşletmenin etkili olması iç ve dış piyasanın çevre şartlarına göre esnek olmasına bağlıdır. İşletmenin dışarıya sattığı ürün çeşitleri, rakipler ve içinde bulunduğu sanayi uygulamada etkinliğini değiştirir. Uluslararası piyasaya giriş düzeyi, uluslararası taahhüt işlerine girmesi, yaratıcı yenilikler yapmasının ulaşılan sonuçlara olumlu katkı da bulunduğu anlaşılmıştır. İşletmenin rekabet üstünlükleri, uyguladığı yönetim stratejisi, pazarlama taktikleri ve uluslararası pazarlama faaliyetlerinde uygulanan yaklaşımların etkili olduğu anlaşılmıştır. Sonuç İşletmelerin etkili uluslararası pazarlama uygulamalarında çalışanlarda gerekli beceri düzeylerinin temel olarak beş değişkeni vardır. Elbette her işletmenin pazarlama hedeflerini etkileyen dış ve iç çevre unsurları vardır. İşletmeler burada beş kısım altında belirtilen çalışanlarda bulunması gereken temel vasıfları değerlendirmeli ve gereken eksikleri gidermek için incelenen bulguların üzerine eğilmelidir. Küresel ölçekte yaşanan hızlı değişim ve dönüşümün etkileri uluslararası pazarlama faaliyetlerinin sonuçlarına olumsuz veya satış yükseltme ve maliyetlerin düşmesi şeklinde olumlu olarak yansımaktadır. Uluslararası pazarlama uygulamalarında etkin olmak isteyen işletmeler bu çalışmada sıralanan 66 öğretici olgudan 88 Marketing Strategy-Tactics and Skills That Work, First Published, New York, United States: Business Expert Press. TİM-Türkiye İhracatçılar Meclisi, İhracat Raporu-Yeni Vizyon, Yeni Yol Haritası (2020). Web site: www.tim.org.tr Terpstra V. and Sarathy, R. (1991). International Marketing, (Fifth Ed.), Orlando,United States:The Dryden Press. Keegan W. J., and Green, M. C. (2017). Global Marketing, (9th Ed.), Harlow, United Kingdom: Pearson Education Limited. Limited. Jagodka, R. F., (1998). Skills Needed For Effective International Marketing Implications, California: University of La Verne. Çavuşgil S. T., Pervez N. G. and Akçal A. A., (2013). Doing Business in Emerging Markets, Second Edition, Los Angeles, United States: Sage Publications. Bǔrca, S., Fletcher, R. and Brown, L., (2010). International Marketing-An SME Perspective, First Published, Harlow, England: Pearson Education Limited. Zou, S., Kim D. and Çavuşgil, S. T., (2009). Export 89 90 Panel Meeting on Small Firm Internationalisation: Cases of Four Turkish Firms (Session in Turkish) C. Coşkun Küçüközmen, İzmir University of Economics, İzmir, Turkey (Moderator) Seçil Kaynak, General Manager, Beydemir Sac Profil Sanayi ve Ticaret A.Ş. & Head of the Board of Directors, Kemalpaşa Industrialists & Businesspeople Association, İzmir, Turkey Gürhan Güven, Chairman of the Executive Board & CEO, FERSAN Fermantasyon Ürünleri A.Ş., İzmir, Turkey Mutlu Can Günel, Member of the Executive Board, Batıçim Batı Anadolu Çimento Sanayii A.Ş., İzmir, Turkey Erçin Şahin, General Manager & Member of the Board of Directors, Erenli Kauçuk Sanayi A.Ş., İzmir, Turkey Erdoğan Taşkın, Beykent University, İstanbul, Turkey Emin Akçaoğlu, Beykent University, İstanbul, Turkey Panel Toplantısı: Küçük Firmaların Uluslararasılaşması C. Coşkun Küçüközmen, İzmir Ekonomi Üniversitesi (Moderatör) Seçil Kaynak, Genel Müdür, Beydemir Sac Profil Sanayi ve Ticaret A.Ş. & Kemalpaşa İş İnsanları Derneği Başkanı, İzmir Gürhan Güven, Yönetim Kurulu Başkanı ve CEO, FERSAN Fermantasyon Ürünleri A.Ş., İzmir Mutlu Can Günel, İcra Kurulu Üyesi, Batıçim Batı Anadolu Çimento Sanayii A.Ş., İzmir Erçin Şahin, Genel Müdür ve Yönetim Kurulu Üyesi, Erenli Kauçuk Sanayi A.Ş., İzmir Erdoğan Taşkın, Beykent Üniversitesi, İstanbul Emin Akçaoğlu, Beykent Üniversitesi, İstanbul Coşkun Küçüközmen: Erdoğan Taşkın: Değerli konuklar hepiniz hoş geldiniz. Bugün konferansın ikinci günü. KOBİ’lerin uluslararasılaşması ve uluslararası girişimcilik konferansımız, Würzburg Uluslararası İş Forumu tarafından Beykent Üniversitesi’nin işbirliği ile birlikte gerçekleşiyor. Konferansın ikinci gününde iş insanlarından oluşan bu panel toplntısında sizlerle birlikteyiz. Bu panelimizde açılış tebliğini sevgili Erdoğan Hocamız yapacak. Arkasından Kemalpaşa Sanayici ve İş İnsanları Derneği’nden Başkan Seçil Beydemir Kaynak’tan ve diğer katılımcılardan firmalarının uluslararasılaşma süreçlerini ve buna ilişkin başarı hikâyelerini ve iş stratejilerini dinleyeceğiz. Zaman geçirmeden sözü hemen Erdoğan Hocama vermek istiyorum. Buyurun Hocam. Teşekkür ederim Sayın Başkan. Şimdi tahmin ediyorum sizlere bu sabahki bildirinin ilk başlık sayfası geldi. Uluslararası pazarlamada yani uluslararası piyasalara açılan işletmelerde, sınırlar ötesine geçen işletmelerde gerekli pazarlama faaliyetleri ve çalışanların eğitim ve geliştirme becerileri, yani dış ticaret becerileri, ihracat yapıyorsa ihracat becerisi, ithalat yapıyorsa ithalatla ilgili becerileri, hem üst düzey yöneticiler için hem de çalışanlar için son derece önemlidir. Fakat tek bir işletmede bütün bu becerileri hepsini bulmak mümkün değildir. Özellikle bizim konferansımızın konusu olan küçük ve orta boyutlu işletmelere baktığımız zaman dış ticaret bölümünde çalışan kişilerin farklı yabancı dil bilgileriyle dış ticaretin uygulamalarının farklı boyutlarına sahip olduklarını biliyoruz. Sahip olmadıkları zaman ne olacak bu becerilere? Bu sefer de dış kaynak kullanımı gerekiyor. Yani işletmenin 91 görüyoruz bunu. Pazarlama çevresi her sektör için farklı. İhracatı öne çıkan sanayilerimize baktığımız zaman, otomobil ve yan sanayisi, gene işlenmiş gıda, taze sebze meyve, konfeksiyon, hazır giyim ve aşağıya doğru baktığımız zaman kimya, makine sektörü… Çok farklı sektörlerde ihracatta hitap ettiğimiz bir çerçeve var. Hangi piyasalara hitap ediyoruz? İşletmenin bu piyasalardaki etkinliği, stratejisi nedir? Kimler ile rekabet ediyoruz, hangi piyasalarda? Stratejilerimiz, taktiklerimiz ve işletme faaliyetlerimiz neler? Bunların hepsi işletme çıktılarını etkiliyor. Örneğin ihracatta elde ettiği sonuçlar, çalışanların becerilerine, yeteneklerine, özelliklerine, bu konulardaki deneyimlerine bağlı oluyor. Başta, fiyatlandırma becerileri, az önce söylediğimiz gibi neye göre fiyatlandırma yapıyoruz? Ürünle ilgili, markayla ilgili beceriler, bunlar da son derece önemli. Markayı yurt dışında tescil ettiriyor muyuz, ettirmiyoruz. Fikri ve sınai haklar için konferanslarda farklı örnekler verilir. … Velhasıl kelam, markanın tescili, iş yapma şeklimizi etkiliyor. İşletmenin genel ve mali gücü yani finansal imkânları uluslararası ticaretle bağlantılı bir konu, iş yapma isteği özellikle ölçek büyüklüğünden faydalanma imkânları, ürünün unsurları… Bir mobilya bozulan bir ürün değil ama yaş sebze meyve, taze gıda veya işlenmiş gıda hızlı bir şekilde bozuluyor. O zaman ne yapacağız? Yabancı dağıtımcılarla mı çalışacağız? Bu araştırmaya başlarken Gümrük Müşavirleri Derneği ile görüştük İstanbul’da. Ama pandemi öncesi kararları çıkarttık. Araştırmayı gönderme imkânımız olmadı. Çünkü Türkiye, hızlı bir şekilde, bütün dünyada olduğu gibi ihracatta durgunluk aşamasına girince cevaplar olumsuz gelmesin diye araştırmamızın sorularını, araştırmamızın özellikle planlama ve faaliyet becerilerinin, fiyatlandırma, ürün, dağıtım becerilerinin, tutundurma becerilerinin, çalışanların eğitim ve geliştirme ile ilgili yeteneklerinin etkili uygulamasını yani işletmenin ihracatını hipotezimin etkiler diye düşünüyoruz. Ancak bunu Türk işletmelerinde farklı piyasalarda farklı bölgelerde sorarak buradaki soruları, ölçekteki soruları sorarak değerlendirme imkânımız olmadı. Bu çalışanların bireysel yetkinlikleri, yetenekleri, becerileri olmadığı zaman ne yapması lazım, işletmenin dış kaynak kullanması gerekiyor. Bu dış kaynak şirketin veya işi yapacak kişileri seçerken de güvenilir ve işletmenin esas çalıştığı alan dışındaki alanlarda uzmanlaşmış yaratıcı yenilikler yapan kişi ve işletmelerle çalışması gerekiyor. Sayın Başkan, Sayın dinleyiciler uluslararası pazarlamada gereken beceriler konusundaki bu araştırmanın anketinin gönderilmesi devam ediyor. Pandemi sonrası şu anda inşallah başka toplantılarda başka konferanslarda tekrar görüşmek üzere hepinize tek tek teşekkür ediyorum. Sayın Başkan zamanımı tam kullandığımı tahmin ediyorum. Bu nedenle soru gelirse de gene örnekler ile cevap verme imkânımız olacak. Uluslararası bir tebliğ olduğu için de verdiğimiz örnekleri -mobilya, tekstil, hazır giyimhepsini buraya yazma imkânımız olmadı. İnşallah araştırma yaptığı esas faaliyetin dışındaki alanlarda; yaratıcı yenilikler, teknoloji ve işletmeye bir paydaş olarak değer katacak dış kaynaklar ile işletmenin çalışması gerekiyor. Ne kastediyoruz bu becerilerden? Birincisi, işletmenin planlama ve faaliyet becerileridir. Hangi piyasaya satacak? Hangi piyasa ile işbirliği yapacak… Bu planlama ve faaliyet becerileri önemlidir. Benim daha önce yaptığım, bu konu ile ilgili araştırmalarda, özellikle mobilya sektörünü incelemiştim. Kayseri’de ihracat yapan mobilya sektörüne, markaları İtalyanca kökenli isimler olanlar, sanki aslında hepsi Türk firmaları. Sormuştum, hangi ülkelere ihracat yapıyorsunuz? Hocam dedi, biz 72 ülkeye ihracat yapıyoruz. Bakarsanız mobilya işindeki çok tanınmış firmalara, web sayfalarında veya kişisel konuşmalarında 70’den aşağı ülke yok. Ama Kayseri Organize Sanayi Bölgesi ihracatı, İzmir veya Manisa’da büyük bir fabrikanın ihracatına denk geliyor. Şimdi çok düşük miktarlarda toplam ihracat. Hangi ülkeleri ve nasıl seçiyorsunuz dedim büyük bir işletme yöneticisine. Hocam dedi biz İngiltere, Almanya, Fransa, Polonya’ya her yere satıyoruz. Nereden buldunuz siz bu ülkeleri dedim. Araştırma yaptınız mı? Piyasa araştırması veya uluslararası pazarlama araştırması… Hocam dedi nerede Türk varsa biz gidiyoruz dedi. Dedim nasıl oluyor bu işler? Mesela ben geçen hafta Atina’daydım dedi. Orada Türkçe konuşan Batı Trakyalılar var. Onlara ihracat yapıyoruz. Şimdi bütün bu ihracat faaliyetlerinde, pazarlama araştırması yapmak doğru yapmamak yanlış diye bir konu yok tabi, önemli olan ticaret ve kazanç sağlamak. Fiyatlandırma becerilerine ihtiyaç var. Fiyatlandırmayı nasıl yapıyorsunuz? “Herkes birbirinin fiyatının eksiğini veriyor aynı müşteriye”. Peki, üründeki yenilik, değer yaratma, fark yaratma, marka… Bunlar ürün becerileri var mı, bunlar da tartışılabilir. Dağıtım becerileri. Nereye kadar ürünlerimizi dağıtıyoruz? Yani, Avrupa’nın neresine dağıtıyoruz, hangi dağıtım kanallarını kullanıyoruz, Alışveriş Merkezlerini mi kullanıyoruz yoksa bunların içerisinde çok katlı mağazalara, zincir mağazalara mı dağıtıyoruz, yoksa fabrikalar, sınırlar ötesindeki münhasır bayiler ile mi çalışıyor, sözleşme üzerinden mi gidiyorlar bunlar da tartışmalı. Tutundurma becerileri. Yani satış, pazarlama iletişimi, reklam, sosyal medya… Bunları da bu bildiride bu sabahki konuşmamızda, tebliğ sunumunda sizlere aktarmak istiyorum. Özellikle kuramsal çerçeveye baktığımızda, bu konuda yapılmış daha önceki araştırmalar fazla ve bu becerilerle ilgili olarak farklı araştırmalar yapılmış. İnsan kaynakları, mali kaynaklar, piyasa bilgisi, pazarlama bilgisi, bu pazarı nasıl yönetiyoruz, ne yapıyoruz, uluslararası taahhüt işlemlerine gidiyor muyuz yani sözleşmeler bu konularla ticari hukuki yükümlülükler… Yabancı piyasa bağlantısını az önce söylediğimiz gibi neye göre yapıyoruz? Yabancı tüccarlarla mı çalışıyoruz ihracat şirketleriyle mi çalışıyoruz? Girişimcinin özellikleri, devletin, kamu kurumlarının yaptığı ihracat teşvikleri… Bunlara bir bütün olarak bakan araştırmalarda pazarlama yetenekleri olarak 92 yapıyoruz diyebilirim. Ve müşterilerin beklentileri doğrultusunda biz ağırlıklı olarak butik üretim yapıyoruz. Otomotiv sektörü başta olmak üzere aslında hemen hemen tüm sektörlere hizmet edebilecek bir ürün portföyümüz var. Çünkü işimiz taşıma ve istifleme. Bu alanda ihtiyaç sahiplerine gerek biz çözümler üretiyoruz gerek onların çözümlerini imalata döküyoruz. Bizim ürünümüzün imalattaki yeri aslında son nokta. Ürün banttan çıktıktan sonra istiflenmesi veya montaj hatlarına taşınması için kullanılan kasaları imal ediyoruz. . Firmamız Türkiye’de üretim yapan hemen hemen bütün büyük firmaları müşteri portföyüne katmış durumda. Bir diğer iş kolumuzda kumlama makineleri imalatı. Bu babamın sektördeki ilk yıllardan itibaren yaptığı ve şu anda da çok yoğun olmasa da ara ara özel siparişlerle devam ettiğimiz bir üretim. Ve bununla birlikte ürettiğimiz ürünlerin aynı zamanda ihracatını da yapıyoruz birçok ülkeye. Biraz kronolojimizden bahsetmek istiyorum. 1985 yılında kurulan Beydemir firmamız 1998 yılında Fransızların mevcut kasa ihtiyaçlarına çözüm bulabilmek adına yaptıkları Türkiye ziyaretlerinde birkaç firma arasından bizi tercih etmeleriyle biz ihracata başladık. Ve Peugeot-Citroen firmasının Fransa ayağına uzun yıllar kasa ihracatı yaptık. Ardından 2004 yılından itibaren ihracat ülkelerimize Hollanda’yı kattık. Ve aynı dönemlerde Beydemir markamızı da tescilledik. 2005 yılında Almanya’dan alınan Avrupa Palet Birliği Lisansı olarak adlandırılan kasamızı bünyemize kattık. Aynı dönemde kalite yönetim sistemi çalışmalarımıza da hız verip firmamıza ISO 9001 Belgesi’ni kazandırdık. O günden beridir de ISO 9001 belgemiz TSE tarafından sürekli tetkik ediliyor. 2006 yılında ilk kumlama makinamızın ihracatını yaptık. Nereye? Çin’e. Bu Çin’e ilk ve son ihracattı. Yani bu ihracattan sonra makinamızın kopyalarının dünyaya dağıtıldığını düşünüyoruz. Çünkü bir daha bize bir makina talebi gelmedi. Ama bizim için yine de oldukça başarılı bir ihracattı. Ardından ihracat pazarlarımızın arasına 2010 yılında Almanya’yı ekledik. Almanya’da BMW firmasıyla çalışmaya başladık. Bu bizim yani Beydemir A.Ş.’nin yaklaşık bir beş basamak yukarı çıkması demekti. Çok büyük bir başarıydı. Tabi ürünlerimiz, ihracatımız devam ederken 2016 yıllarında biz anonim şirket olmaya karar verdik. Dün itibariyle de ihracat pazarlarımıza Yunanistan’ı da kattık. Artık Yunanistan’a da ihracat yapmaya başladık. Ürünlerimizin tabii yüksek tonajlı ve büyük ebatlarda olması sebebiyle lojistik bize çok büyük sıkıntılar yaratıyor maalesef. Avrupa ayağına ürünlerimizi gönderirken çok ciddi lojistik masraflarımız çıkıyor. Bu masrafları olabildiğince asgari düzeye indirebilmek için yaklaşık 2018 yılında biz Bulgaristan’ın Şumen bölgesinde bir arazi satın aldık. Şu anda orada şirketimizi kurduk: Beydemir MetalWorks adlı şirketimizi kurduk. Yani dünyamızın ve tabi ülkemizin içinden geçtiği bu ekonomik olarak sıkıntılı süreci biraz hafiflettiğimiz anda oradaki yatırımımız hızlandırıp küçük de olsa bir imalat atölyesi orada da açıp en tamamlanırsa tekrar değerlendirme imkânımız olur. Özellikle katılımcılara ve Başkana, Emin Hocama, teşekkür ediyorum. Coşkun Küçüközmen: Erdoğan Hocam çok teşekkür ediyorum sunumuz için. Süreyi çok ekonomik kullandınız. Hatta birazcık da tasarruf etmiş olduk. Zaman geçirmeden diğer konuşmacıya geçeceğim ama ben biraz önce sizin ifade etmiş olduğunuz gibi bu konuya ilgi duyan arkadaşlar size zaten internet üzerinden Erdoğan Taşkın olarak arattıkları zaman Beykent Üniversitesi bilgilerinize ulaşıp sizinle temasa geçebilirler konuyla ilgili olarak. Bunu da bu vesileyle ifade etmiş olayım. Şimdi Beydemir Saç Profil Sanayi ve Ticaret Anonim Şirketi’nin Yönetim Kurulu Başkanı ve Kemalpaşa İş İnsanları Derneği’nin Başkanı ve aynı zamanda şirketin de genel müdürü Seçil Kaynak Hanımı dinliyoruz. Zamanı da yine efektif kullanmak adına Seçil Hanım kendisini kısaca tanıtıp arkasından sunuma geçerse memnun oluruz. Seçil Beydemir Kaynak: Teşekkür ederim Coşkun Hocam. Öncelikle herkese merhaba. Coşkun Hocam kısaca tanıttı ama ben de biraz kendimden bahsetmek istiyorum. Seçil Beydemir Kaynak. 22 yıllık çalışma geçmişim var. Bunun yaklaşık on bir yılı beden eğitimi öğretmeni olarak devlet okullarında geçti. Türkiye’nin birçok ilinde öğretmenlik görevimi yaptım. On bir yıl sonrasında da devletteki görevimden istifa ederek aile şirketimiz olan babamın kurucu olduğu Beydemir Saç Profil Sanayi ve Ticaret Anonim Şirketi’nde bildiğiniz telefonlara bakan sekreter olarak göreve başladım. Şu anda buradaki çalışma geçmişim on bir yılı doldurdu. Tabi basamakları yavaş yavaş, eğitimler ala ala, öğrene öğrene atladım. Ve yaklaşık 4 yıldır da yaptığım işe hâkim olarak idari işlerden sorumlu genel müdür olarak görev yapıyorum. Erkek kardeşimle birlikte çalışıyoruz. İkinci nesil olarak görevi devraldık. Erkek kardeşim de üretimden sorumlu genel müdür olarak görev yapıyor. Bu şekilde çalışma hayatımıza devam ediyoruz. Yaklaşık 1 yıldır da Kemalpaşa Organize Sanayi Bölgesi’ndeki, Kemalpaşa Sanayici ve İş İnsanları Derneği’nin Başkanı olarak görev yapıyorum. Gerçi görevi devraldığımızda pandemi dönemine girdiğimiz için çok fazla bir aktivite yapamadık ama elimizden geldiğince bir şeyler yapmaya çalışıyoruz bu dönemde. Ben biraz da şirketimizden bahsetmek istiyorum. 1985 yılında tek ortaklık olarak kuruldu şirketimiz, Hüseyin Beydemir tarafından. Ve 1993 yılında limited şirket haline geldi. Ve 1997 yıllarından itibaren de İzmir Kemalpaşa Organize Sanayi Bölgesi’nde yaklaşık 8.500m2’lik bir alanda aktif olarak faaliyetlerimizi sürdürmeye devam ediyoruz. Tamamen öz varlıklarımızla yatırımlarımızı 93 çabalarla biz ihracat pazarına girmeyi başardık. Başardık mı başardık. Gerçekten yani bizim için büyük bir başarıydı ama bir yerden sonra bazı işi profesyonellere devretmek gerektiğini düşünüyoruz. Biz dedik ki biz kendi imkânlarımızla bir şeyler yaptık. Firmayı bir yerlere getirdik ama her işi bilen yapmalı. Biz her şeyi bilemeyiz, her konuda kendimizi geliştiremeyiz. O yüzden de biz bundan yaklaşık bir üç yıl önce bir satış departmanı oluşturduk şirketimizde. Ve bir profesyoneli dâhil ettik departmana ve tamamen yetkiyi ona bıraktık. Bu bizim için gerçekten büyük bir adımmış. Bunu şu anda oturup konuştuğumuzda hep tartışıyoruz. Çok doğru bir karar vermişiz. Herkes bildiği işi yapsın derler ya, o hakikaten çok doğru bir söz. Biz üç yıl önceki kararla gerçekten ihracatımızı yaklaşık %20, %30 oranında yukarı çıkardık. O yüzden bunun önemini özellikle vurgulamak istiyorum. Bir yere kadar bir şeyler başarabilirsiniz ancak bir şirketin sahibi olmak demek her işi yapabileceğiniz anlamına gelmiyor. Bazen işleri iyi yapanlara bırakmak gerekir. Tabii ki kontrol sizde olacak kontrolü asla elden bırakmıyorsunuz ama biraz da o kapıları aralayıp profesyonellere hak tanımak gerekiyor diye düşünüyorum. O yüzden benim verebileceğim en önemli nasihat bu olur diye düşünüyorum. azından Avrupa ayağına gönderdiğimiz ürünlerdeki lojistik masraflarını en az düzeye indirmeyi amaçlıyoruz. Bu Beydemir’in, şu anki en önemli yatırım hedefi diyebilirim. İhracata ilk başladığımız yıllarda kurucumuz Hüseyin Beydemir mesleki anlamda tabi sonsuz bir bilgiye sahipti. Yetkinliği üst düzeydeydi. Bu şekilde olması sebebiyle bizim ihracattaki o yabancı dil konusundaki eksikliğimiz açıkçası çok hissedilmedi. Bize çok sıkıntı yaratmadı. Evet, firmada ben yoktum; erkek kardeşim yoktu; babam tek başınaydı. Sadece yanında genç yaşlarda işe aldığı bir muhasebe müdürü vardı. İkisi kafa kafaya, hani birçok konuda belki eksiklikleri vardı ama mesleki yeterlilikleri sayesinde çok ciddi yurt dışı ihracatlarına imza attı. Tabii yıllar sonra ben devreye girdim. Benden bir süre sonra erkek kardeşim devreye girdi. Tabii yeni neslin yabancı dil konusunda özellikle daha başarılı daha iyi eğitimli olması sebebiyle bizim ihracat firmalarımızla olan o mesleki diyaloğumuz aynı zamanda dostluk diyaloğuna da dönüşmeye başladı. Bir araya gelişlerde sadece iş değil dostluk alışverişi de yapılıyordu. Bu tabi şirketimizin adına çok büyük bir başarı oldu. İhracat müşterilerimizle dediğim gibi iletişimimiz devam ediyor. Hedeflerimiz ihracat ayaklarımızı genişletmek. İhracat yelpazemizi daha da genişletmek. Çünkü bizler Türkiye piyasasında Beydemir olarak bir markayız. Yani Türkiye’de artık keşke şu firmayla da çalışabilsek diyebileceğimiz bir firma kalmadı, çok şükür. O yüzden hedefimiz Avrupa’da da artık tamamen bir marka olmak. Genel olarak benim anlatmak istediklerim bunlar. Soru sormak isteyen olursa seve seve cevaplamak isterim. Coşkun Küçüközmen: Mikrofonu şimdi açabildim hemen söyleyeyim, ikinci soruyu da… Bu uluslararasılaşma sürecinde karşılaştığınız çok majör bir sorun var mıydı? Bu sorunlar arasında hani bunu etkileyen faktörler arasında şöyle birkaç tanesini yine bu yoldan gidecek olanlara öneri bağlamında söyleyebilir misiniz? Yani ne tür sıkıntılarla karşılaşıyorsunuz? En çok hangi sıkıntı ile karşılaşıyorsunuz ya da şöyle sorayım ben bir devlet memuru, yürmi beş yıl devlet memurluğu yapmış biri olarak, biz bunu denetimimize tabi olan tüm kurumlara sorardık. Sizin denetçiniz BDKK’dayken olsun Merkez Bankası’ndayken olsun acaba biz hakikaten sizin çok iyi bir şekilde çalışmanız, üretmeniz için yeterli imkânlar sağlıyor muyuz? Yoksa yapılan düzenlemeler sizi engelliyor mu ya da şu tip düzenlemeler, şu tip şeyler yapılsa biz bu alanda daha iyi mesafe kat edebiliriz anlamında işte o noktada önerileriniz var mı? Hani hep diyorlar ya milli ekonomi diye milli ekonomimize katkısı olacak birkaç uyarınız, cümleniz; hani şunu yapsalar daha iyi olurdu diye altın tavsiyelerinizi alalım sizden hemen son bir iki dakika içerisinde. Coşkun Küçüközmen: Sunumunuz için teşekkürler Seçil Hanım. Ben hemen sorudan ziyade bu uluslararasılaşma sürecini çok kısacık anlattınız süre itibariyle tabi. Şimdi göstermiş olduğunuz haritada bulunan kırmızı noktaların sayısının artması oluyor herhalde hedefleriniz. Hedef pazarlarınız da var. Bu noktada en azından bir tavsiye ya da deneyimlerinizden yola çıkarak uluslararasılaşma konusunda iki sorum olacak size. Birincisi uluslararasılaşmak isteyen ama henüz bunu başaramayan KOBİ’lere birkaç cümle bir tavsiyeniz var mıdır? Diğeri sorum da sizin bu pazar payınızı daha da artırmak için ne gibi faktörler ilk birkaç sırayı işgal ediyor? Bunları paylaşabilir misiniz? Seçil Beydemir Kaynak: Seçil Beydemir Kaynak: Şöyle söyleyebilirim ihracatta tabii ki sıkıntılar yaşıyoruz. Bir kere en önemli sıkıntı güven problemi. Firmayı tanımıyorsunuz. Firmaya ha deyince kapısına gidip ne yapıyorsunuz deme şansınız yok. O yüzden güven tabii ki çok önem arz ediyor. Bu tabi yaşadığımız en büyük sıkıntılardan biri. Çok şükür bununla ilgili bugüne kadar hiç problem yaşamadık ama tabi hep bunun tedirginliğini Şimdi öncelikle Coşkun Hocam, ihracat ayağını genişletmek ya da ihracat pazarında Avrupa pazarında ya da dünyanın birçok ülkelerinde yer almak isteyen dostlarımıza şunu önermek istiyorum, çünkü biz bunu yaşadık. Uzun yıllar biz kendi bünyemizde kendi çabalarımızla kendi imkânlarımızla işte fuarlara katılarak yurt içinde ufak 94 Kendisinin tebessümünden de görüyorum bu arada mikrofonu kapalı olmasına rağmen. Erçin Bey lütfen şu an sunum ve mikrofon sizde teşekkür ediyorum. yaşıyoruz firma olarak. Bir diğer problemde şimdi Dünyanın Türkiye’ye bakış açısı çok değişken yani bir gün bakıyorsunuz ilişkiler çok iyi bir gün bir anda yapılan ufacık bir yanlış hareketle yerle bir olabiliyor ilişkiler. Bu tabi biz firmaları çok etkiliyor maalesef. Bu bizim yaşadığımız en büyük tedirginlik çünkü bu durumda sizin elinizden bir şey gelmiyor. Siz ağzınızla kuş da tutsanız dünyanın en iyi ürününü de üretseniz ülkeler arasında bir ekonomik ya da siyasi sıkıntı yaşandığı anda sizin yapabilecek hiçbir şeyiniz kalmıyor. Bu özellikle Türkiye’de ihracat yapan firmaların hemen hemen hepsinin yaşadığı en büyük tedirginlik diyebilirim. Tabi bizde vakti zamanında bu tür sıkıntılar yaşadık. Siyasi sıkıntılar bizleri etkiledi. Bu etkilerden dolayı bazen sözleşmeler fes oldu. Bunlara ne çözüm getirilebilir açıkçası bu tabi işin çok siyasi ayağı, çok politik ayağı hani bu konuda benim bilgim ve tecrübem açıkçası çok yeterli değil maalesef. Ama en azından ülkeler arasındaki bu iletişimin kuvvetlendirilmesi için büyüklerimizin bir şeyler yapması şart çünkü dünya Türkiye’ye muhtaç biz Türkiye’de dünyanın birçok yerine yarı mamul ürün üretiyoruz. Ben hatta hep şunu diyorum Türkiye’de bu zamana kadar bir araba üretimi olmadı belki ama biz bir arabayı üretebilecek, o arabayı oluşturabilecek bütün parçaları Türkiye’de üretiyoruz. Çünkü dünya devlerinin birçoğu Türkiye’den alıyor yarı mamullerini. O yüzden de iletişimimizin ülkeler arası ilişkilerin iyi olması için büyüklerimizin belki biraz daha pozitif bir şeyler yapmaları gerekir diye düşünüyorum. Erçin Şahin: Çok teşekkürler hocam. Hemen bir paylaşımda bulunayım. Bu konuda benim çok sevdiğim bir konu kariyer gelişimimde de zaten aile şirketimizde ihracat yani yurtdışı satış temsilcisi olarak başlamıştım. Firmamız bizim bahsettiğim gibi altmışlı yılların başında birinci kuşak tarafından yani benim dedem tarafından kurulmuş. O dönemde özel sektörün sanayileşme hamlesi ile bildiğimiz birçok KOBİ kurulmuş ve bu zamanlara kadar gelmiş olan birçok firma var altmışlı yılların başında. Bizim şirketimizde o dönemde küçük bir evin içerisinde hem üretim yapıyorlarmış hem de aynı zamanda aynı evde yatıp kalkan bir ailenin küçük bir şirketi olarak kurulmuş. BMC’nin kurulması ile beraber parça ihtiyacı doğunca, malumunuz tabii ki de kim yapar, BMC’nin o dönemdeki yan sanayideki hamlesini birçok kimse duymuştur belki. Kamyon sökülmüş bahçeye dizilmiş. Bu parçaları kim üretir diye Çankaya’dan, efendime söyleyeyim İzmir’in farklı semtlerinden ustalar, iş yapan insanlar çağırılmış. Erenli Kauçuk olarak bizim hikâyemiz de öyle başlamış. O dönem motor takozlarını üreterek; altmışlı yıllarda BMC’ye üretim yapmaya başlamışlar. Daha sonra BMC ile beraber yetmişli yıllara kadar gelen bir üretim, yoğun bir üretim. İthal ikamesine istinaden tabii ki malzeme ithalat olmadığı için malzeme bulmada sıkıntı var. O dönemin oldukça yani bugüne göre karşılaştırırsanız çok çok kalite olarak çok çok altında üretilen yedek parçalarla seksenli yıllara kadar gelinmiş bir süreç var. Bizler ne üretiyoruz? Çok affedersiniz önce onlardan bahsetmek isterim şirket tarihinden ziyade. Bizler otomotiv için ısıtma soğutma hortumları üretiyoruz. Yani motorun içinde kaputun altında olan akışkan transfer hortumları; bunların içinden yağ, su, hava; hammaddemiz kauçuk, kauçuk hammaddesini işleyerek gördüğünüz gibi sunumda bu gibi ürünleri üretiyoruz plastik de var. İzmir Kemalpaşa’da bulunmakta şirketimiz, iki yüz elliye yakın çalışan personelimiz var. %80 ihracat yapmaktayız. Hedef pazarımız Orta Avrupa ve Amerika. Burada Almanya, Belçika, İtalya, İspanya otomotivin merkezinin olduğu her yerde çeşitli müşterilerimiz var. Bizim ürünlerimiz direkt fabrikalara gitmiyor. Doğu Avrupa’da ve hatta Orta Avrupa’da birtakım ülkelerde kurulu olan otomotiv yan sanayinde TR1 dediğimiz firmaların üretim bantlarına gidiyor. Orada birkaç işlemden sonra Volkswagen, Mercedes, BMW gibi çeşitli ana sanayi fabrikalarında motor altında çeşitli komponentlerle beraber takılıyorlar. Üretim teknolojimizden bahsetmek isterim. Dediğim gibi kauçuk hammaddesini alıp işleyip sunumda da gördüğümüz gibi ekstruzyon, asıl faaliyet konumuz Coşkun Küçüközmen: Çok teşekkür ediyorum. Gerçekten altın kıymetinde tavsiyeler derken bunları kast etmiştim Tam olarak verdiniz sağ olun. Seçil Beydemir Kaynak: Ben teşekkür ederim. Coşkun Küçüközmen: Ve hemen zaman geçirmeden ikinci konuşmamıza geçmek istiyorum Erçin Şahin Beyi dinleyeceğiz. Kendisi Erenli Kauçuk Sanayi A.Ş. Genel Müdürü ve Yönetim Kurulu Üyesi. İş hayatında yirmi yıldır bulunuyor. Üçüncü kuşak temsilcisi ve netice olarak kendisi ile yazışmalarımızda şöyle bir cümleyle hedefiniz nedir diye sorduğumda gayet güzel bir mission statement göndermiş. “Gelecek kuşaklara sürdürülebilir bir dünya ileriki dönemlerde de rekabetçiliğe uyuyabilmek ve çağa uymak adına sürekli gelişebilen bir şirket organizasyonu bırakma hedefimiz bulunmakta” demiş. Evet, Erçin Bey çok güzel, çok anlamlı bir ifade bu. Şimdi saat 10:56, artık süre konusunda Emin Hocamız bize böyle bir yarım saat daha ihsan eder diye ümit ediyoruz. 95 yakalarsanız kendinizi çok çok iyi geliştirme fırsatına sahip olabilirsiniz. Bu otomotivde temel anahtar bir faktördür. 2000’lerin başında bizim artan yedek parça satışlarımızla beraber ana sanayiye kısmen girme imkânı oldu. Bu motosiklet endüstrisi, motor endüstrisi ile beraber gerçekleşti. Yine o yıllarda ana sanayi ucuz mal bulma arayışında Doğu Avrupa’ya bir alternatif yaratmak için ciddi bir Türkiye Hamlesi yaptı. Bu Volkswagen önderliğinde oldu ve diğer fabrikalar bunu izledi. Böylelikle bizim yan sanayi oldukça gelişti. Bizde bu dönemde çok geliştik. Kendimizi geliştirdik daha rekabetçi hale geldik. Bizim için otomotivde bir satış yapmak, yani bir projeye girmek yaklaşık iki seneden aşağı olmuyor. Yani bugün çıkalım fiyatımızı yani son bir ürün üretmediğimiz için bugün pazara çıkalım, fiyatımızı düşürelim, çok çok mal satalım gibi bir felsefe maalesef olmuyor. Buradaki projelere girmeniz lazım ya bunlarda zaten yeni bir motor çıktığı zaman üç sene evveliyatından proje dönem bir başlıyor. Böylelikle biz otomotiv endüstrisinin ana sanayisinde 2000’lerin başında 2003-2004’lerde proje almaya başladık. Ondan sonra bizim şirketimizdeki büyüme ve gelişme logaritmik olarak arttı. Gerek personel gerek know how gelişmişliği bizi bugünlere taşıdı. Yani bir KOBİ için ihracat çok kolay değil ama çok da zor değil. Fakat emek istiyor. Özveri istiyor. Bu dönemde bizler tabii ki de yönetici olarak çok çok seyahat ettik. Özellikle doksanlı yılların sonunda öğrenciliğimden başlayan pandemiye kadar. Tabii şimdi bu yeni normalde nasıl olacak onu da bilmiyoruz. Aşağı yukarı on beş günde bir ya da haftada bir yurtdışına seyahate çıkan birisi olarak alışmakta zorlandık. Yıllardır böyle yaşıyorduk biz. Müşteriye gittiğiniz zaman dokunduğunuz zaman farklı oluyor. Bu gibi telekonferanslarda çok çok farklı oluyor. Fuarlar iptal oldu süresiz olarak. Ne zaman olacağı belli değil. Bütün bizim planlarımız fuarlar ve müşteri ziyaretleri üzerineydi. Yeni proje almak için tabi bizim sektörde biz bunu 2015- 2018 yılları arasında, 2017 yılları arasında da bir yaşamıştık. Siyasi krizlerden dolayı, terör saldırılarından dolayı çok fazla müşteri gelmiyordu. Gelmediği zaman denetim yapamıyorlardı. Yeni projelere bizi dahil edemiyorlardı. Zaman zaman tabii ki siyaside olsa bu gibi fırtınalar çıkabiliyor ama bu fırtına biraz daha farklı o zaman bir pozisyon almıyordu müşterilerimiz. Ama şimdi remote audits yani uzaktan denetim telekonferans yoluyla bir takım yeni normale adapte olmaya hep beraber çalışıyoruz. İnşallah otomotiv endüstrisi yani bizler yan sanayide olanlar yeni normale hızlı adapte olacağız gibi gözüküyor ama bugün için ben baktığımda bizim şirketimizin geçmişinden ileriye dönük geldiğimiz noktada hiç ihracat yapmayan KOBİ için yeni başlangıç yapmak için çok güzel, çok konforlu bir ortam maalesef yok. Yani çünkü fuarlar yok. Seyahat edemiyorsunuz. Veyahut çok düşük ihracat seviyesinde olan bir firma bugün kendini geliştirmekte satışını arttırmada çok çok zorlanacaktır. Benim söyleyeceklerim bunlar dediğim gibi. Hocam ekstruzyon, bu şekilde form hortumlar üretip müşterilerimize sunmaktayız. Bahsettiğim gibi iki yüz elliye yakın toplam personel sayımız var. Bir ARGE merkezimiz bulunmakta 2016’nın sonundan itibaren ARGE merkezimizde yaklaşık 20’ye yakın araştırmacı mühendis çalışmaktadır. Müşterilerimizle beraber çeşitli ürünleri ve sistemleri geliştirebiliyoruz. Bunun yanında otomasyon konusunda kendimizi geliştiriyoruz. Firmanın ihtiyacı olduğu çeşitli kalıp aparat, gördüğünüz gibi makinelerin içinde olan bir kalıp aparat, kontrol fikstürü gibi parçaları da burada işletmemizde kendimiz mühendisliğimizle geliştirip akabinde kullanma için üretime sevk ediyoruz. Plastik enjeksiyon var. Yani kauçuk plastik çok yakın birbirine eşgüdümlü parça çıkartıp son zamanlarda da beraber kullanılmaktadır. Firmanın gelişiminden bahsederken az önce size dediğim gibi yetmişli yıllarda sanayileşme ile beraber gelen süreçte bizler yedek parça üretimleri yapmaktaydı firmamız bizden bir önceki jenerasyon. Akabinde seksenli yıllarda ilk ihracatımızı yanlış hatırlamıyorsam seksen yedi ya da seksen sekiz yılında yaptı Erenli Kauçuk. O dönem Avrupa’da ucuz mal arayan tüccarların bizi bulup, gelip masaya oturup, bütün organizasyonu kendileri yapıp; genelde yedek parça piyasasında böyleydi. Çok ucuz mala ihtiyacı vardı Avrupa’nın. Bu yüzden de gelip kendileri bulup şunu şunu yapar mısınız, bunu bunu yapar mısınız gibi bir yaklaşımla biz Avrupalılara yaklaşık doksanların ortaları hatta 2000’lerin başına kadar ürün sattık. Otomotiv endüstrisi de direkt OEM tedarikçi değildi 2000’lere kadar. Yedek parça piyasasında büyük tüccarlarla iyi ilişkiler doğdu o dönemde biz de ihracat nedir o dönem öğrenmiş olduk. Bu doksanların ortalarına kadar geldi. Ondan sonra dedik ki biz o dönemde, benim de üniversitede olduğum yıllardı bunlar. İhtisas fuarları çok yaygınlaşmaya başladı gerek İstanbul’da gerek Almanya’da. Biz de dedik ki daha fazla ihracat yapalım, daha fazla ihracat yapalım. Derken sürekli fuarlara katılmaya başladık. Ben bir KOBİ nasıl ihracatçı olurun hikâyesini de anlatmak istiyorum burada sizlere. Doksanlı yılların ortalarında İstanbul’da ne kadar fuar varsa bizler katıldık. Oldukça da bu fuarlar verimli geçiyordu bizim açımızdan. Önce Arap ülkelerinde başladık. Daha sonra Avrupalılar gelmeye başladı. Daha sonra yurtdışındaki fuarlara katılmaya başladık. Böylelikle ciddi bir fuar hamlesiyle o dönem ihtisas fuarları özellikle keza uluslararası ticaret fuarlarına da katılıyorduk. Farklı ülkelerinde Arap ülkelerinde ihtisas falan olmadığı için o yıllarda uluslararası ticaret fuarları oluyordu. O müteahhitte oluyordu, gıdacıda oluyordu. Efendime söyleyeyim farklı sektörlerde oluyordu. Orada da o fuarlara eşlik ederekten ciddi bir müşteri portföyü yakaladık. Akabinde yine yedek parça endüstrisine hizmet etmeye devam ediyorduk. 2000’lerin başında bir şekilde tabii satış yaptıkça kendinizi geliştiriyorsunuz. Otomotiv endüstrisinin asıl konusunda oldukça yüksek bir teknoloji olduğundan dolayı müşterinizden iyi bir diyalog 96 bunu kalkındırmamız gerekmekte ülkece. Bu yeni normalde nasıl yapacağız? Belki bunun için bir enstrümanlar çıkar ama bunu da göreceğiz ileriye dönük. misyonumuzu çok iyi anlattı. Gerçekten şeffaf, sürdürülebilir, gelişmiş bir şirket biz bırakmak istiyoruz bir sonraki kuşaklara. Bunun içinde bir KOBİ olarak son 4-5 senedir oldukça iyi noktaya getirdik kullandığımız yazılımlar, bünyemize kattığımız takım arkadaşları olsun. Bir noktadan sonra tabi satışı arttırmak, ihracatı arttırmak az önce Seçil Başkanımın da söylediği gibi yetkin insanları koymak, birtakım IT alt yapınızı güçlendirmek… Bunlar tabii çok kilit ve çok önemli noktalar ama tabii bu noktaya gelmekte o kadar kolay olmuyor. Hem bir knowhow gerektiriyor. Yönetim know-how’ı gerektiriyor. Yetkin insanları bir arada tutma know-how’ı gerekiyor yani bir yönetsel beceri gerekiyor. Bir noktadan sonra organizasyonları yönetmek yetkinlikleri yönetmek anlamına geliyor. Keza altyapıyı sağlamak müşterinin beklentisine getirmek tabiki de en önemli yani her şeyden olacak, sermaye birikimi olacak, iyi bir kredibiliteniz olacak hepsini bir arada tutmak sabahtan akşama bugünden yarına olan hadiseler değil maalesef. Bizler şanslıyız ben üçüncü kuşağım. İyi bir ikinci kuşaktan iyi bir şirket devraldığımız inancındayız. Çok çok şanslı olduğumu hissediyorum birçok konuda. En azından o dönemlerde de bundan on, on beş sene önce ihracat yapabilen, şirketin içinde üç dört kişi ingilizce konuşabilen ben bir şirkete geldim buraya. Üniversiteden mezun olduktan sonar. Şimdi yaklaşık kırka yakın beyaz yakamız bulunmakta ve yaklaşık otuz kişi yabancı dile sözlü ve yazılı anlamda hakim. Bu da tabi müşteri tarafından çok ciddi bir konfor sağlıyor müşteriye. Müşterinin herhangi bir süreçte bir problemi olduğu anda direkt sözlü ya da yazılı iletişime geçebiliyor. Müşteri bu güveni hissettiği içinde sizinle uzun yıllardır devam etme gibi bir güvene sahip oluyor. Bizim de öyle yönetim olarak bende birtakım yetkilere sahibiz bunu da hissedebiliyorum. Çünkü birkaç sene önce ciddi bir kriz yaşamıştık şirketimizde. Yani globalde olmayan ama bizim kendi özelimizde bir şirket yazılımını değiştirme kaynaklı birtakım üretimde geriye düşmüştük. O dönemde müşterinin arayıp arayıp en son geldiği nokta bendim. O dönemde biz yönetim olarak onu hissetmiştik. Yani dedik ki en son sizi arıyorsa adam gidecektir yani bu böyledir bütün organizasyonlarda. Tabii ki yönetiminde bir takım yetkinliklerinin olması olmazsa olmazdır. Bir başarı varsa bu topyekûn bir başarıdır. Burada hiçbir zaman benim şahsımın veyahut benden büyüklerimin başarısı değil takım oyunu bildiğiniz gibi ama bundan sonraki benim naçizane endişelerim Türkiye’de tabii ki de ihracatı çok büyükler yapıyor gerisi çok bir şey yapamıyor. Özellikle KOBİ orta ölçekli bizim gibi firmalarda bizim gibi bir şeyler yapıyor ama küçük ölçekli firmalar çok fazla bu konuda bir katkıları yok. Aslında asıl katma değer oradan baktığın zaman küçük ölçekli firmaların yarattığı katma değer büyük ölçeklilerden daha fazladır. Totalinde yani bahsettiğiniz gibi bir Vestel bir Ankara’da ya da Anadolu’da bir sanayinin ihracat rakamlarına sahip ama Coşkun Küçüközmen: Evet gerçekten çok güzel ifade ettiniz. Çok teşekkür ederim. Özellikle burada size sormadan siz bu altın tavsiyeleri verdiniz. Ama burada bir geçmiş var. 1980’li yıllarda Avrupa’dan gelip sizi bulmaları. Aranabilir bulunabilir olmak ne kadar önemli. Böyle bir firmasınız. Doğal olarak referanslarınız da var. Tabii ki başkası başkasına öneriyor, bir başkası bir başkasına söylüyor, bu çok önemli bir konu. Bunun dışında bugüne kadar ihtisas fuarlarını kullanmış olmanızın bir avantaj olduğunu söylediniz, bu durum kesinlikle bir avantaj. Bu avantajdan bugün Covid-19 varken fazla yararlanılamayacak. Niçin? Hatta bunlar arasında kimler var söyleyeyim, bilmeden söyleyeyim: “Nasılsa yarın öbür gün başlarız ihracata dur bakalım” diyenlerin hepsi şu an için “hadi bakalım nasıl yapacaksın bunu fuarsız” da diyebilirler. Demek ki bazı noktalarda karar alma mekanizmasının çok hızlı çalışması gerekmektedir. Bunun dışında hızla gelişen teknolojiye adapte olma ve otomasyon çok önemli. Buradan onu çıkarıyorum anlattıklarınızdan. Bir ARGE bölümü kurduk dediniz. Çok kısacık bir soru sormak istiyorum. Bu elektrikli otomobil üretimi… İşte birtakım firmalar ülkeler açıklıyor diyor ki 2030’dan itibaren 2035’ten itibaren dizel üretmeyeceğiz ya da benzinli otomobil üretmeyeceğiz. Bunu diyen ülkeler, firmalar var. Peki... Bu motordan, hortumlardan çok anlamadığım aşikâr benim; görsem yangım hortumu zannederim belki. Neticede bu hortumlar elektrikli araçlarda bu kadar kullanıyor mu yoksa farklı bir şeye adapte olmak için mi çalışıyorsunuz merak ettim. Erçin Şahin: Kullanılıyor. Biz elektrikli araçlarda… Şimdi şöyle bahsedeyim. Süremiz var mı hocam? Coşkun Küçüközmen: Birkaç dakika içerisinde anlatabilirseniz sevinirim. Erçin Şahin: 2018’in son çeyreğinden itibaren otomotiv yan sanayiinde çok ciddi bir üretim düşüşü oldu. Özellikle Orta Avrupa’da. Bu neden? Çünkü bunu biraz da - Brüksel diyoruz biz - yani Avrupa Birliği kendisi yaptı. Başta Almanya müşterinin önüne dört-beş farklı seçenek sundu. Dedi ki işte elektrikli, hibrid, efendime söyleyeyim doğalgazlı vs. Dört beş çeşit seçenek sundu. Dedi ki bazı 97 Bu konferansa katılmak benim için çok büyük bir onur ve gururdur. Burada Fersan adına katıldığım için çok teşekkür ediyorum. Ben 1985 yılında Almanya Hof kentinde doğdum. Üniversite hayatımı da Almanya’da bitirdim, profesyonel hayata da orada başladım. Yaklaşık yedi yıldır da Türkiye’deyim. Sunum eşliğinde yürütmek istiyorum. Hemen açılıyor. Tamam. Fersan %100 bir Alman Şirketidir. Develey Grup bünyesinde. Develey 1845’de kuruldu ve şu anda aile şirketi. Durach ailesinin şirketi. Dördüncü nesil aile. Beşinci nesli şu anda yetiştiriyorlar ve tamamen %100 kendi öz sermayesi ile çalışan bir şirket. Iki bin dört yüz çalışanı var ve on ülkede on dokuz fabrikası var. Hepsi kendi öz sermayesi ile büyüyor. Şu anda yaklaşık 700 milyon euro’luk bir cirosu var. Bunu ikiye üçe katlayabilir. Ancak herhangi bir bankadan kredi alıp büyümek yerine kendi öz sermayeleri ile büyümeyi; yavaş yavaş ancak istikrarlı bir şekilde büyümeyi hedefliyorlar. Türkiye’deki fabrikaları İzmir Kemalpaşa’da. Yaklaşık burada iki yüz kişiye istihdam sağlıyoruz. Develey’in ana felsefesi nedir? Fersan’ı 2012’de satın aldı fakat Fersan markasını hala daha piyasadan silmedi, kendi markasının önüne koymadı. Daha da güçlendirdi. Burada farklı markaları görüyorsunuz. Almanya’dan örnek vereyim. Almanya’nın doğusunda Bautz’ner hardal markası ile pazar lideri. Kuzeyinde Löwensenf hardal markası ile lider. Güneyinde ve diğer alanlarında Develey hardal markası ile lider durumda. Develey yerli ve yerel markaları alıp onları güçlendiriyor. Herkeste bir milliyetçi ruh olduğundan dolayı bu bizim yerli sermayemizdir ve kaybetmeyelim felsefesi ile gidiyorlar. Her zaman örnek verdiğim; Fransa’daki Reine Dijon fabrikamız. Telaffuzu da zaten Fransızca bir Fransız markası olduğundan dolayı. Bu başarının da 1845’ten yüz yetmiş beş yıldır da doğru olduğunun göstergesi. Avrupa’nım Tabasco, Kikkoman ve enerji içeceği Gatorade’in distiribütörlüğünde bizim bünyemizde gerçekleşiyor. Yaklaşık kırk iki yıldır Fersan’ın hayat hikâyesi var. Fersan’ın önceliği en kaliteli ve katma değerli ürün satmak, ucuzcu olmamak. Bunları nasıl sağlıyor? İlk endüstriyel sirke üreticisi, ilk jalepano üreticisi, ilk iceberg (kesilmiş salata) üreticisi ve bu iceberg’le Türkiye’deki McDonalds’ın tek tedarikçisi olarak ilerledi. Bununla birlikte de ilklerden Fersan Türkiye’de 1986’da turşu üretimine başladı. Taksim’de McDonalds’ın açılması ile birlikte. Bir girişimci ruhuyla, katma değer yaratmak isteyerek, tutkuyla aşkla. Bu nasıl gerçekleşti? Siz bir sirke fabrikasındasınız turşu üretecek yeriniz yok. Normal varillerde turşular fermente edildi turşular kuruldu ve ekmek dilimleme makinesi ile hamburgerin içindeki dilimler üretildi. Dünden bugüne bizim kapasitelerimiz artarak devam etti. Belki 200 kg’dan şu an günümüzde 6 milyon kg’lık bir sözleşmeli tarımda hıyar satın alımımız var. Aynı şehirlere Almanya’da Hamburg’aa Euro 5 giremez. Başka yere Euro 6 giremez. Buraya Euro 7 girebilir gibi. Müşterinin kafasını bulandırınca müşteri, Avrupa’daki nihai müşteri, satın alma kararını erteledi. Ciddi anlamda erteledi. Herkes bir baktı biz bundan sonra ne tip arabaya bineceğiz diye. Son bu pandemi sonrasında insanlar seçimlerini yaptılar. İnsanlar elektrikli arabaya binecekler. Biz 2012’den beri elektrikli arabalar için; 2013’ten beri özür diliyorum; elektrikli arabalar için soğutma devresi hortumlar üretiyoruz. Mercedes’in ürettiği ilk araçta bizim hortumlarımız vardı. Elektrikli Vito 2012’nin Londra Olimpiyatları’nda bu arabayı sundular, presente ettiler. Akabinde şimdi tabi pil gelişti. Artık bundan sonra 2030’larda - projeksiyon doğru artık herkes elektriğe dönecek. Bizim hortumlarımız, soğutma devresi hortumlarımız, şu an için çok şükür elektrikli araçlarda mevcut ancak motordan düşen çok fazla parça var. Piston, efendime söyleyeyim bujiler, içten yanmalı motorda yanmayı sağlayan hareketi sağlayan birçok şey. Buradan düşen firmaların birçoğu farklı sektörlere yatırımlar yaptı. Kablo sektörüne çünkü çok fazla kablo var. Motor aktarma organları gibi gibi… Bizim için şu an çok ciddi bir risk görmüyoruz. Ama 2030’a kadar yaklaşık her beş senede %10 ile %15 artış görülüyor elektrikleri pazar payında. Büyük ihtimalle dizel ve benzinli biraz daha gidecek 2030’a kadar ama 2030’lardan sonra pil daha hızlı gelişirse şayet menziller atarsa bunun yanında bir de alt yapıyı, elektrik dğıtım altyapısı geliştirilirse hepimiz elektrikli arabalara bineceğiz. Coşkun Küçüközmen: Çok teşekkür ediyorum. Zaten soruları sormadan da yanıtlarını almış olduk. Çok kıymetli vaktinizi ayırdınız. Tabi dinleyen arkadaşlara da çok teşekkür ediyorum vakitlerini ayırdıkları için ve son iki konuşmamıza geliyorum müsaadenizle. Değerli konuklar bu başarı hikâyelerini duydukça tabii ki çok gurur duyuyoruz. Örneğin %80 ihracat rakamı, keşke birçok firma aynı hedefle şu anda bile yola çıksa bir şekilde önümüzdeki on seneye damgasını vursa gelişmeler olur çünkü bunlar anladığımız gördüğümüz kadarıyla bugünden yarına olmuyor. Belli bir birikimin, belli bir çalışma, belli bir emeğin ve özverinin ürünü olarak karşımıza çıkıyor. Şimdi Gürhan Güven Bey, Fersan A.Ş. Yönetim Kurulu Başkanı ve CEO’su Gürhan Güven Bey. Ben yine zamanı efektif kullanmak adına Gürhan Bey’in kendisini en iyi kendisinin tanıtacağı gerçeğinden hareketle ben hemen sözü kendisine bırakıyorum. Buyurun efendim söz sizin. Gürhan Güven: Çok teşekkür ederim Sayın Coşkun Hocam. Çok teşekkür ederim diğer hocalarım, konuşmacılar ve dinleyiciler. 98 yaparsanız yorulmuyorsunuz da. Zevkle aşkla yapıyorsunuz. Bu pandemi döneminde tüm hızlı tüketim restorantlarının kapalı olduğu zamanda en büyük müşterimiz de Japonya oldu. Siz karşı tarafa nasıl davranırsanız o samimiyeti karşı taraftan alırsınız. Tabiki biz daha farklı neler yapıyoruz? Develey bünyesindeki et sosu salata sosu ve hardalları Türkiye’de Migros, Carrefour ve Metro’da da satışa sunduk. Şimdi çok vaktinizi almak istemedim ufak ufak notlar verdim. Herhangi bir sorular varsa arkadaşlardan onları yanıtlamak isterim. Sevgili Coşkun hocam sizin de sorularınız varsa onları da memnuniyetle cevaplamak isterim. şekilde 2004’de Meksika’da bir yemek esnasında şirket sahibimizin tesadüfen jalepeno ile karşılaşıp, biz bunu Türkiye’de de yetiştirebiliriz diyerek Türkiye’nin ilk jalepeno üreticisi olan da Fersan’dır. Ülkemizde bağdaştıran ve ayrılmaz tatları buluşturan konumuna geldi. Bizim açımızdan uluslararasılaşmak için neler önemli? İlk başta güvenilirlik. Yurt dışında McDonald’s ile bir el sıkışmayla ilk ihracatımız söz konusu oldu ve 1986’dan bu yana bir sözleşmemiz yok, güven bazlı ilerliyoruz. Siz ne kadar şeffaf ve açık davranırsanız, bunun zemini o kadar güçlenir. Sözünüz o zaman noter tasdikli bir sözleşmenin yerini alır. Marka tanınırlığı, ülkenize döviz getirmeniz, uluslararası trendleri yerelleştirmek, uluslararası düzenlemelerin takibi. Çünkü siz onları takip etmezseniz müşterinin isteklerini uygulayamazsınız. Ve her zaman kalite lideri olmak. Biz müşterilerimizi hep en yüksek kalite ile elde tutuyoruz. Bir örnek vermek isterim. 8 milyon kg dilimlenmiş hıyarı müşterilerimiz olan McDonalds, Burger King, KFC’e tedarik etmek gerçekten çok büyük bir güç. Çünkü diğer restoranların çıtası burada ise onların çıtası burada. Geçen sene rakibimizin biri McDonalds’a teklif yapmış. Bu bu ülkeleri Fersan’dan alıp bize ver biz de size %14 fiyat avantajı vereceğim sözüyle. McDonalds bizi aradı ve dedi ki: Sevgili Gürhan Bey, biz Fersan ile 1986’dan bugüne herhangi bir sıkıntı yaşamadığımız için tekliflerini reddettiklerini söylediler. Lütfen bizi bu konularla rahatsız etmeyin. Herhangi bir başka gelişme olursa konuşabiliriz dediler. Üzülerek söylüyorum rakibimiz uluslararası değil de Türk bir rakip. Bunu söylemekten kaçınamayacağım. Uluslararası düzenleme ve sertifikaların takibinden kastım, BRC global standartlar uyumlu, SQMS’e uyumlu, Helal ve Kosher sertifikasına uyumlu, fabrikamız Türkiye’de olduğu için TSE standartlarımız da var. Ayrıca sürekli kendimizi geliştirme çabası içinde olduğumuz için Vegan’ı da bünyemize katmış bulunmaktayız. Sadece kısaca bahsetmek istedim. Bunlar ülkelerin hepsi değilde. Fersan’ın uluslararası kendi markalarını sattığı ülkeler. Bizim bu sirke nar ekşisi ve farklı ürünleri ürettiğimizden kaynaklı distiribütörlük ağımızı görebilirsiniz. Ülkeleri de sıralamaya çalıştık burada. Amerika’dan Almanya’ya Mısır’a Kıbrıs’a Azerbaycan’dan Bangladeş’e kadar satılıyor. Şu anda Almanya’nın en büyük perakende zinciri ile Fersan markası ile ürün satmaya başladık. Kaufland iki hafta önce bizim markalı ürünlerimizi listeledi. Şu an ziyaretlerimizi yapamasak da ilişkilerimizi sıkı tutmaya çalışıyoruz. McDonalds’dan Azerbaycan’dan Dubai, Birleşik Arap Emirlikleri hatta Japonya’ya kadar ihracatımız var. Biz buradan hıyarımızı yüklüyoruz 2 ay gemi ile transfer ediyoruz Japonya’da tüketiliyor. İşinizi tutku ile yapmanız çok önemli. Tutku ve aşk ile ilgili bir örnek vermek isterim. McDonalds Japonya ile bir görüşmemiz oldu tedarikçi seçiminde. Bu tedarikçi seçimi için on altı saat Japonya’ya uçuşumuz oldu. Görüşmemizi 8 saat yaptık aynı uçak ile geri döndük. Bir işi tutku ile Coşkun Küçüközmen: Tabii ki öncelikle teşekkür ediyorum. Bugünkü sunumların ortak özelliği var. Genç CEO’lar Avrupa kökenli CEO’lar. Tabi bunları görünce insan ister istemez gurur duyuyor. Özellikle böyle ülke sayısı şirket sayısı rakamları etkileyici. Çok güzel bir strateji yerel markayı korumak onları güçlendirmek için yola çıkmak ülkeyi de can damarından vuruyor. Anlatabiliyor muyum? Bizim de yerel markalarımız var keşke onlara da sanayide teknolojide küçük ev aletleri gibi konularda keşke öyle olsa. Pazar lideri olmak iddialı bir konu ama bu konuyu da aşmışsınız gördüğüm kadarıyla. Netice olarak koşer, vegan, helal sertifikalarına sahip olmak önemli. Altmış beş ülkeye ihracat yapıyor olmak ve önünüzde ciddi bir büyüme potansiyeli var çünkü kaçınılmaz bir gerçek var: insan nüfusu artıyor, damak tadı farklılaşıyor, tatlarda yakınsama oluyor özellikle bir piyasada damak tadını yakalarsanız. Starbucks mesela dünyanın her yerinde aynı tat. McDonalds ya da diğer hamburgerler vs. Bu noktada güzel bir küreselleşme hikâyeniz var. Tabi ben en sonda diğer dinleyicilerimizden mutlaka katkılar ve sorular alacağım ama şimdi isterseniz diğer konuşmacımızı da alalım ondan sonra toplu halde sözü hem diğer konuşmacılara ve Emin hocaya bırakacağım. Belki sizlerin de diğer konuşmalardan aklınıza gelen son ilave etmek istediğiniz birkaç şey varsa onları da söyleme imkânı vereceğim. Gürhan Bey çok teşekkür ediyorum harika bir katkı oldu. Gürhan Güven: Çok teşekkür ederim hocam. Sağ olun. Coşkun Küçüközmen: Evet şimdi son konuşmacı. Genelde son konuşmacı olmak öğlen yemeğine yakın genelde böyle yemek sıraya girelim vs. ama artık dijital ortamda bir taraftan dinlerken bir taraftan kahvemizi içiyoruz sandviçimizi yiyebiliyoruz. Bunlar da dijital ortamın güzel tarafları. Evet. Mutlu Can Günel. Kendisi Batıçim Yönetim Kurulu Üyesi ve aynı zamanda yöneticisi. Batıçim’i 99 anlatmaya gerek yok. Ben cümleyi doğru dürüst bir araya getiremedim. Çok büyük bir firma. Mutlu Can Günel’den eğer mümkünse hem kendisini kısaca dinleyicilerimize konuklarımıza tanıtmasını isteyeceğim hem de sunumuna başlamasını rica edeceğim kendisinden. Mutlu Bey şu an mikrofon sizde buyurun. endüstrisinin tüm dünyada uygulanan bir üretim prosesi var. Bu ağır sanayiye girdiği için belli başlı emisyona yol açıcı faktörleri var. Biz de bunu dengelemek için özellikle yenilenebilir enerjilere yatırım yapma kararı aldık. Ayrıca yine 2006 yılında Ege Bölgesi’nde de bir dökme limanı satın alarak yapılan yatırımlarla birlikte bugün bölgedeki en büyük dökme limanına da grup içinde kavuşmuş bulunuyoruz. Üretim rakamları yaklaşık sunumda görüldüğü şekilde. Fazla üzerinde durmayacağım. Özellikle benim sizlere teşekkür etmek istediğim bu forumdaki bu uluslararasılaşma 2000’li yıllardan itibaren hayatımıza giren globalleşme küreselleşme deyimlerinin bugün ülkemizin tamamıyla üreticilerin çıkış stratejisi olduğunu üzerine basarak söylemek isterim. Bugün burada şu anda içinden geçmekte olduğumuz dönemde “şanslı” nesillerin - tüm dinleyiciler için konuşuyorum. 100 yılda bir denk gelen bir pandemiye de değinilebilir ama ayrıca ülke içindeki bizim iliklerimize kadar hissettiğimiz çok güçlü bir ekonomik krizi yaşamaktayız. Finansal datalara bakıldığında 97-98 dönemindeki global krizin Türkiye’ye yansımasındaki benzer özellikleri taşısa da o dönem bunun çıkış yolunun tamamıyla ihracat ve uluslararası piyasalara entegrasyon; dolayısıyla buradaki üretimin de yurtdışındaki pazarlara satılması çok önemli bir çıkış olmuştur. Maalesef günümüze baktığımızda ülkede üretim oranları o döneme göre gerilemiş durumda. Uluslararası rekabet evet bir fırsat gibi gözükse de SWOT analizi kapsamında bakıldığında çok ciddi tehditleri de içermekte. Çünkü yaptığımız ürünler ya da verdiğimiz hizmetlerin tamamı artık uluslararası rekabet koşulları içerisinde değerlendirilmekte. Ayrıca pandeminin bir nevi ülkemize şu açıdan bir faydası da – katılımcılarımız da takip etmişlerdir bu pandemiden sonra ülkemizin özellikle Avrupa pazarına yakınlığı üretim ve lojistik açısından büyük önem arz etmektedir. Bu tip ulusal salgınlar ülkeleri ilk refleks olarak içine kapamakla birlikte en yakın pazarları da bir adım öne çıkarmakta. Buda Türkiye’nin Asya ile rekabeti açısından önemli bir konuma gelmesine fayda sağladığını düşünüyoruz. Biz grubumuzda yurtdışı ve yurtiçi faaliyetlerde özellikle Batıçim ve Batısöke markaları ile faaliyetteyiz. Evet Türkiye’de borsaya kote halka açık şirketler bunlar ama. Çimento ihtiyacının Türkiye’deki çok büyük bir kısmını karşılamakla birlikte ayrıca yurt dışı pazarlara açılma “mecburiyeti” ile uluslararası pazarlarda da güven duyulan bir kuruluş haline geldik. Ancak çimento sektörü genel itibariyle çok da fazla ihracatı seven bir sektör değildir. Sebebi şu: Yükte ağır pahada hafif bir malzeme olmasından ötürü nakliye ve navlun bedelleri ürünün kendi hinterlandının çok dışına çıkılmasını maliyet açısından uygun görmemektedir. Ancak yaşanan bu döviz şoku birçok şeyde problem yaratmasına rağmen ihracatçıların en azından bir fırsat olarak Mutlu Can Günel: Teşekkür ederim Coşkun Hocam. Ben de başlıca tüm kıymetli hocalarımızı saygıyla selamlıyorum. Tüm katılımcılara da aynı şekilde saygılarımı gönderiyorum. Hocam şimdi ben kısaca hem kendimden hem de firmamızın tanıtımıyla müsaadenizle konuşmama başlamak istiyorum. İsmim Mutlu Can Günel. Eğitim hayatımı orta öğrenim ve lise İzmir’de Amerikan Lisesi ile birlikte. Sonrasında İstanbul’da Sabancı Üniversitesi. Yurt dışında bir yüksek lisans programı. University of Sussex’de Uluslararası İşletme ve akabinde de İzmir Ege Üniversitesi’nde bir MBA ile devam ettim. 1966 yılında kurulan Batı Anadolu Grubu’nun hâkim ortak ailelerinden birisiyiz. Gururla söyleyebilirim ki tüm dünyada aile şirketlerinin yaklaşık %85’inin üçüncü jenerasyonu ve sonrasını göremediği bir iş hayatında şu anda dördümcü ve üçüncü nesil tüm icra kurulumuzu oluşturmakta. Enteresan bir kuruluş hikâyesi var. Türkiye’deki ilk örneklerden bir tanesi 2800’ü aşkın ağırlığı tarım ticareti ile uğraşan müstahsiller ve büyük tacirlerden oluşan kişi 60’lı yıllarda az evvel Elçin Bey’in de değindiği üzere ülkemizde yaşanan sanayi ve kalkınma hamlesi ile bir araya geliyorlar. Güzel olan Ege’de bunun örneklerinin çokça yaşanmış olması. Güç birliğinden tutun Enda’ya veya Kipa örneğinde yaşanması gibi kolektif hareketlilikle kurulan değişik bir oluşum. Özellikle dinleyicilere şunu vurgulamak isterim 60 yıl önce her hangi bir regülatör kurumun olmadığı yani eski ismiyle İMKB şimdi BİST, SPK gibi regülatör kurumların olmadığı ve tamamen güven unsuruna dayalı bu kadar kalabalık insanın bir araya gelip oluşturduğu bir bünye. Kuruluşumuzun belli başlı mihenk taşları var. 60’lı yıllarda bir çimento fabrikası olarak kuruluyor ancak akabinde 93 yılında Ulu Önder Mustafa Kemal Atatürk’ün Cumhuriyetimizin kurulduğu genç dönemde dahi tekstil, şeker ve çimento gibi başlıca sektörleri hedef göstermesi ile bir devlet yatırımı olan Çitosan Çimento Fabrikaları da kurulmuş. 60’lı yıllarda Fransız müteşebbisler tarafından satın alınmış ancak 93 yılında İzmir Batıçim’in Söke’deki fabrikayı Fransızlardan geri alıp yerlileştirmesi ile birlikte bugün grubumuzun bünyesinde toplamda iki tane çimento fabrikamız var. Daha sonra 2000’li yılların başında enerji sektörünün yükselişi ile birlikte biz de yenilenebilir enerji yatırımı yapma konusunda hassasiyet göstermek istedik. Özellikle karbon emisyon ayak izi bilinci ile birlikte hem bu global çevreci bakış açısıyla. Çünkü takdir ederseniz çimento 100 için bazı önceliklerin ivedilikle alınması gerektiğini düşünüyoruz. Sosyal sorumluluk projelerinde yaptığımız işler, kültür sanat ve çevre ile ilgili ağır sanayinin getirdiği sorumluluklardan bir tanesi. Bu arada Türkiye’de atık sanayiden enerji üreten ilk çimento üreticilerinden bir tanesiyiz. Yaklaşık 2011-2012 yılında yaptığımız yatırımla %33 gibi enerji maliyetini düşüren hem havayı daha az ısıtan bir prosese geçilmiş durumdadır ama bunu dengelemek yaptığımız muhtelif çevre yatırımlarımız da vardır. Üniversitelerle işbirliği içinde yaptığımız inhouse MBA programlarımız var. Kültür demiştim yine kendi Ege Bölgemizde yaptığımız bazı arkeolojik çalışmalarımıza sanatçı kardeşlerimize destek olmaya çalıştığımız projelerimiz var. Çünkü globalleşme uluslararasılaşma diyorsak en temelinde bunu fikir özgürlüğü ile fikir hürriyeti ve buradaki genç beyinlerin yetişmesine katkı sağlayarak olduğunu düşünmekteyiz. Bölgede birçok arkadaşımızın dikkatini çeken özellikle İzmir’in hemen girişinde bulunan ocakların rehabilitasyonu. Büyükşehir ile birlikte yapılan çalışmalarla 450 bin metrekarelik bir yerin yaklaşık 70 bin fidanla ağaçlandırılarak tekrardan rehabilite edilip kullanım sonrası eski tabiatına dönüşmesi. Dünyada ticaret yaptığımız ülkeleri şöyle bir görselle gösterebilirim. 50’ye yakın ülkeden bahsettim az önce. Burada Orta Amerika’dan Güney Amerika’ya, Rusya’dan hemen hemen bütün Afrika kıtasına ve Avrupa’ya ihracatlarımız mevcut. Asya çok daha lokalize dolayısıyla bu işi hatta o da dünyanın en büyük ihracatçıları arasında. O yüzden Asya’ya çok fazla ihracatımız yok. Ülkelerimiz kısaca listede gözüktüğü gibi pek çok kıtaya çimento ve özellikle klinker olarak ihracat yaptığımız ülkeler bunlardır. Sunumun başında takdimimizde belirttiğiniz gibi düşen kan şekerleri ile katılımcıları daha fazla zorlamamak adına kısaca ben burada noktalıyorum. Varsa ilave bir soru veya görüş memnuniyetle paylaşmaya hazırım. Tekrar bu fırsatı bize tanıdığınız için çok teşekkür ediyor saygılar sunuyorum. değerlendirilebileceği analizi ile biz de üretimimizin birçoğunu yurt dışına satma tercihini yapıyoruz. Türkiye’de bizim sektörümüzde şöyle bir problemimiz var. Maalesef devlet kontrolünden yoksun vaziyette. Ağır sanayii olduğu için konuşuyorum. Çok ciddi arz fazlası var çimento sanayinin. Yani 2000’li yıllardan bu yana geçtiğimiz 20 senede yaklaşık %40 bir üretim fazlasıyla şu an Türkiye’nin o yıllarda dahi %10 fazlası. Arz fazlasından bahsediyorum dikkatinizi çekerim. Şu an %50 bir arz fazlasından söz ediliyor. Bu maalesef planlama eksikliği ve yatırımcıların yanlış yönlendirmesiyle yapılmış bir hadisedir. Bundan sebep Türkiye’de birçok çimento fabrikası mecburiyetten ötürü de ihracatı iç piyasaya tercih etmek zorunda kalmıştır. Bunu zaman zaman zararına dahi olsa maalesef bu şekilde yapmaktadır. Bunun haricinde yurt dışı ile entegre olarak yaptığımız işlemlerden bir tanesi çimento sanayinin ağırlıklı ihtiyacı olan konu enerji. %60-%70 gibi bir maliyetin petrokok ve kömür enerjisi olduğunu göz önüne alacak olursak Rusya ve Amerika’dan ciddi bir biçimde ithalatımızı gerçekleştiriyoruz. Güney Amerika’daki rafinerilerden özellikle petrokok olmak üzere Rusya Karadeniz ve Baltık limanlarından entegre vaziyette bu işi yapmaktayız. Exxon ve Citgo gibi yurt dışında büyük tedarikçilerle çalışıyoruz. Ama makine refrakter gibi üretimde kullanılan malzemeler için de Avrupa’daki tedarikçilerle çalışmaktayız. Türkiye’nin hammadde açısından son derece yeterli ve zengin olması üretim açısından çokta fazla yurtdışında yatırım yapılması ihtiyacını göstermiyor. Ben bir yandan sunuda bunun üzerinde konuşmaya çok gerek görmedim. Bu yüzden bir yandan görseller paylaşıyorum. 2009 yılında uluslararası rekabette daha aktif daha güçlü daha rekabetçi olabilmek adına da dünyanın lider ERP markalarından biri olan Oracle ile anlaşıp Türkiye’deki üretim prosesi içerisinde tam entegrasyonla bir iş ortaklığı oluştu. Kuruluşumuz %100 yerli sermayeli ama bugün borsaya bakıldığında Batıçim’de %1, Batısökede ise %5 düzeyinde yabancı yatırımcımız var. Bahsettiğim gibi ihracatla ilgili şuanda mecburiyetten ötürü yapılan bir formatımız var. Burada 50’ye yakın ülkeye ihracat yapar konumdayız. Grup firmalarımızda. Burada LaFarge, Heiderberg, Cemex Tradeland gibi dünyada büyük traderler büyük tröstler ile birlikte iş ortaklığımız ve onlar aracılığıyla da dünya piyasalarına ürünlerimizin arzı söz konusu. Burada tabi ki tercihen lokal olarak büyüme bizim için çok önemli. Ürünün özelliğinden dolayı bunu söylüyorum. Ancak mecbur kalınan bu ortamda da ihracat bir zorunluluk haline gelmiştir. Seçil Hanımla yaptığınız söyleşide sorduğunuz; tabii ki buna özellikle ülkede kanun koyuculardan karar alıcılardan beklediğimiz çok daha ciddi teşvikler mutlaka ki vardır. Ülkenin iç piyasasında kriz yaşanan dönemlerde iç üreticilerin sanayicilerin desteklenmesi, uluslararası rekabette elinin güçlendirilmesi Coşkun Küçüközmen: Mutlu Bey biz teşekkür ediyoruz size. Ve tabi ki konferans organizasyonunu yapanlara. Elbette son olarak ama sonuncu sırada olması sebebiyle sonuncu öneme sahip olduğu anlamına gelmesin. Kıymetli zamanlarını ayıran dinleyicilerimize çok teşekkür ediyoruz. Siz konuşmacılarımız güzel bir fırsat güzel bir imkan sundunuz. Hepimizin buradan öğreneceği çok şey var. Adeta “Yurt Dışına Açılma Stratejisi” adında bir kitap bölümü yazılmak istense şu ana kadar anlattıklarınızdan en az birkaç kitap bölümü çıkar, değil mi Emin Hocam ne dersiniz? Emin Akçaoğlu: Kesinlikle çıkar. Şimdi esasında isterseniz şöyle 101 Coşkun Küçüközmen: yapalım Coşkun Hocam, Erdoğan Hocamız da aramızda o kendi sunumu ile bağlantılı olarak eminim söylemek istedikleri vardır. Erdoğan Hoca sözlerini tamamladıktan sonra ben de müsaadeniz ile birkaç hususa değinmek istiyorum tabi. Bunlar soru biçiminde de düşünülebilir. Yorum biçiminde de düşünülebilir. İsterseniz Erdoğan Hoca ile başlayalım Coşkun Hocam. Teşekkür ediyoruz. Sesim herhâlde geliyor şimdi. Çok teşekkür ediyoruz hocam değerli katkılarınız için. Son 10 dakikada Emin Hocam nasıl yapalım? Karşılıklı biz konuşalım mı, yoksa siz mi toparlayacaksanız? Emin Hocam benim tam yirmi altı yıllık dostum, arkadaşım ve biz bu pandemi döneminde olsun Emin Hocanın yoğun eğitim öğretim trafiği içinde olsun, (o da eğitim ihraç ediyor o da uluslararasılaşmış başlı başına bir marka kendisi) dolayısıyla çok fazla sohbet etme imkânımız olmuyor. Bu vesileyle birbirimizi en uzun süre karşı karşıya gördüğümüz anlardan birini yaşadık. Onun için de Emin Hocam çok mutlu tabii; ben de mutluyum. Erdoğan Hocam sizinle de aynı bölümdeyiz. Ben de İzmir Ekonomi Üniversitesi’nde Uluslararası Ticaret ve Finans Bölümünde öğretim üyesiyim. Emin Hocam da orada öğretim üyeliği yaptı bir dönem; muhtemelen bilginiz dahilindedir. Şimdi Emin Hocam ben kapanışla birlikte bir toparlama kısmını size bıraksam ve sizden dinlesek. Şöyle deneyimleriniz gördükleriniz ışığı altında dediğim gibi bir toparlama yapsanız çok mutlu olacağız. Bu arada konuşmacılarımızın da son bir söylemek istedikleri varsa onları da sizlerle paslaşarak yaparlarsa sevinirim. Buyurun Emin Hocam. Coşkun Küçüközmen: Tabi tabi başlayalım neticede süreyi efektif ve iktisatlı kullandık farkındaysanız. Emin Akçaoğlu: Evet süre anlamında hiçbir sıkıntımız yok zaten normal program bağlamında 15 dakikamız daha var. Ancak başlangıçtaki durumu dikkate alarak biraz daha sarkıtmamızda zannediyorum bir sakınca yok. Bilmiyorum katılırmısınız konuşmacılarımız ne düşünüyorlar onların açısından bir sıkıntı var mı? Coşkun Küçüközmen: Sanırım hepsinin adına yaşıma istinaden konuşabilirim diye düşünüyorum ben herhangi bir sıkıntı yok gayet güzel gidiyor. Erdoğan hoca ile söylediğiniz gibi devam edelim ondan sonrada sizden genel bir toparlama alırsak çok mutlu olacağız. Emin Akçaoğlu: Değerli arkadaşlar bence başlangıçtaki biraz komik biraz can sıkıcı tecrübeye rağmen şu ana kadar çok başarılı bir toplantı yaptık sayenizde. Açıkçası şunu söyleyerek başlamalıyım: Würzburg International Business Forum akademik konferanslar organize ediyor ama bu konferansların konusu işletmeler ve işletmecilik olduğu için işletmecileri, işletmeleri, profesyonel yöneticileri doğrudan doğruya kendi düzenlediği akademik konferanslara entegre etmeye çalışıyor. Bu toplantı bu tercihin ne kadar yerinde olduğunu da bence gösteriyor. Biz akademisyenler uygulamada yaşananları inceliyoruz. O bağlamda teoriler üretiyoruz ve bu perspektiflerin işletmelerin faaliyetlerini iyileştirmesine katkı sağlamasını amaçlıyoruz. Fakat siz işin mutfağındasınız. Sonuçta doğrudan doğruya uluslararasılaşan firmalar sizin firmalarınız. Örneğin ihracat yapan firmalar sizin firmalarınız; yatırım yapan firmalar sizin firmalarınız. Dolayısıyla uygulamacılarla, işletmelerle, firmalarla, akademisyenlerin sıklıkla bir araya gelmesinin ne kadar önemli olduğunu bugün bir kere daha gördük. Bu bakımdan aramızda bulunan genç akademisyenler için de aslında son derece verimli olacak bir araştırma alanının bulunduğunu bir kere daha hatırlattık zannediyorum şu anda aramızda bulunan arkadaşlarımıza. Türk firmaları hele hele sizin gibi firmalar, uluslararası faaliyetleri anlamında elbette göz dolduran ve ülkemize Erdoğan Taşkın: Sayın Başkan, Sayın Emin Hocam ve çok kıymetli katılımcılar. Sayın Seçil Hanım, Gürhan Bey, Mutlu Can Bey, Erçin Bey. Özellikle tam konferansın konusuna uygun bir şekilde, uluslararası işletmecilik için uluslararası pazarlamanın hedef piyasa seçimi, planlama faaliyetleri, ürün kararları ve diğer dağıtım kanalları seçimi, tutundurma faaliyetleri, pazarlama iletişim faaliyetleri ve özellikle dış çevre ile bağlantılı faaliyetler, siyasi faaliyetler, siyasi ilişkiler ne kadar güçlü olursa uluslararası ilişkiler bunlarla bağlantısını sağlıyor. Başta, “regülasyon” dediğimiz mevzuatın AB’ye ve diğer süreçlere uyum sağlaması. Bunları değerli katılımcılar, kendi işletmelerinden örneklerle bizlere anlattılar. Verilen örnekler ile anlatılan örnek olaylar, işletmelerin ve katılımcıların öz geçmişleri, hakikaten uluslararası pazarlama derslerinde örnek olaylar olarak anlatılacak, uluslararası işletmecilik ders kitaplarına girebilecek vaka etütleri. Hepsine tek tek teşekkür ediyorum. Bizim sunduğumuz tebliğ ile de bağlantılı beceri düzeyleri ile de bağlantılı. Tebliğdeki önerimiz neydi? Bütün her şeyi yapmamız mümkün değil. Süperman olmaya gerek yok ihracatta. Süperman’in de zaten bazı eksikleri var biliyorsunuz. Gazetecilerden de destek alıyor bol miktarda. 102 yapıyorlar? Seçil Hanım yine Çinlilerle ilgili aslında üzerinde durulması gereken çok önemli bir konudan söz etti: Bir taşlama makinesini yıllar önce Çin’e ihraç ediyorlar ama bir daha onlardan bir haber çıkmadığı gibi dünyanın her hangi bir tarafından da öyle bir taleple karşı karşıya kalmıyorlar. Acaba makinelerinin kopyalanıp Çin’den bir takım başka ülkelere ihracatı söz konusu olabilir mi diye düşündüğünü ifade etti. Acaba biz bu anlamda bir şeyler yapıyor muyuz? Yani başkalarının teknolojilerini edinmek adına kendi ülkemize kendi firmalarımıza aktarmak adına bir şeyler yapıyor muyuz? Bunun bir boyutu elbette fikri ve sınai mülkiyet haklarıyla da ilgili. Erdoğan Hocamızın baştan Vakko örneğinde ifade ettiği konu bu ve son derece önemli bir tartışma alanı. Buralarda söylenebilecek çok şeyler var. Dolayısıyla her ne kadar biz belli bir süre sonra bu tartışmayı burada noktalayacak olsak da görünen o ki, söylenecek aslında çok söz, tartışılacak çok konu var. Bütün bunların hem böyle gruplarda ele alınması; aynı zamanda doğrudan doğruya firmanın kendi içinde ele alınması bence hayatiyet taşıyor. Örneğin, biz toplantımıza başlarken birileri bizi sabote etmek istedi ve bir başka Zoom linki üzerinden toplantıyı yeniden başlatmak zorunda kaldık. Bu örnek dahi akla gelmedik konuların birden bire gündemimize girebileceğini ortaya koyuyor. Değişik senaryolar üretmek gerekiyor. Geleceğe dönük o senaryolar üzerinden firmaların ve genel olarak bir ülkenin değişik sektörlerdeki geleceğinin nasıl ele alınması, nasıl yönlendirilmesi, nasıl organize edilmesi gerektiği mutlaka tartışılması gereken konular. Çok kısa söylemek istediklerim bunlar. Çok teşekkür ediyorum bütün katılımcılara; Erdoğan Hocaya, Seçil Hanıma, Erçin Beye, Mutlu Beye, Gürhan Beye. Açıkçası bu konferansın sonraki yıllarda yapacağımız başka konferanslarda tekrar edilmesini ve başka iş birliklerine bir ilk adım olmasını diliyorum. Coşkun Hocam size de katkılarının için çok teşekkür ediyorum. Eğer konuşmacılar bu bağlamda ilave bir iki şey ifade etmek isterlerse onları duymaktan, dinlemekten, işitmekten memnuniyet duyacağımı da belirtmek istiyorum. büyük katkı sağlayan faaliyetlerin içindeler. Bu başarılarını zaten tescillemiş durumdalar. Fakat görüyorsunuz dünya sürekli değişiyor; hiçbir şey yerinde kalmıyor. Az önce Coşkun Hocam Erçin Beye sordu, otomotiv endüstrisindeki değişikliklere bağlı olarak kendilerinin karşı karşıya kalabilecekleri riskleri ya da yeni şartların ne şekilde dikkate aldıklarını. Erçin Bey de aslına bakılırsa son derece düşündürücü ve aslında gurur verici bir takım ifadelerle cevapladı bu soruyu. Erçin Beyin anlattıklarında şunu gördüm ki Türkiye’de bazı firmalar, örneğin otomotiv sektöründekiler; bazı değişiklikleri, ortaya çıkabilecek riskleri ya da fırsatları dikkate alır tarzda kendilerini adapte etmeye çalışıyorlar. Bu otomotiv sektörü olur başka sektör olur, çimento sektörü olur, enerji sektörü olur ya da gıda sektörü olur aslında farklı değil. Gürhan beyin anlattıkları örneğin, çok başka bir perspektif ortaya koydu. Bir Alman çokuluslusu olan Develey Group geliyor ve Türkiye’de 2012 yılında bir Türk şirketini satın alıyor. Markayı koruyor, ismi koruyor ama en nihayetinde; bugün bu Türk şirketi aslında büyük bir çokuluslunun bir bağlı şirketi konumunda. Bütün bunları üst üste koyduğumuz zaman benim aklıma şu geliyor: Demek ki aslında hâlâ konuşulması gereken çok şey var. Örneğin bugün burada daha ziyade ihracatın üzerinde durduk. Seçil Hanım Bulgaristan örneği üzerinden kendi yatırım planlarından söz etti; halihazırda zaten şirketlerini kurduklarını da ifade etti. Demek ki uluslararasılaşmak isteyen ya da uluslararaşılaşmak - daha doğru bir ifadeyle zorunda olan Türk firmalarının önünde ihracatın dışında da seçnekler var. Çünkü en nihayetinde her ne kadar pandemiyle kesintiye uğramış gibi de olsa; her ne kadar daha öncesinde Trump yönetimin iş başına gelmesiyle duraksamış gibi de olsa; küreselleşme süreci veya uluslararası entegrasyon artık dünya için kaçınılmaz gerçek. Bu şartlar altında siz bir başka pazara gitmek ya da gitmemek tercihini yapmaktan öte; aslında her şeyden önce kendi pazarınızda dışarıdan gelebilecek rekabet baskısına karşı ne yapacağınızı düşünmek zorundasınız. Dolayısıyla acaba ihracatın yanı sıra yatırım seçeneğini mesela ne ölçüde ele almamız lazım; bunu düşünmemiz kaçınılmaz bir zorunluluk bence. Eminim oralarda da konuşulabilecek çok konular var. Fakat saatin ilerliyor olduğunu dikkate alarak, bunları sadece tartışılmak üzere ortaya sunulmuş görüşler olarak almanızı rica edeceğim sizden. Belki sayın konuşmacılar bu konularda bir şeyler söylemek isteyebilirler. Bir başka konu yine bu konulardan bağımsız olamayacak durumda olan bir gerçek. Örneğin Çinlilerin Yol ve Kuşak Projesi var ve Çinliler bu konuya çok büyük paralar yatırıyorlar. Çok büyük gayret içindeler. Zaten aslında dünyada yaşanan bir takım belki siyasi sıkıntıların bile bu projeyle bağlantılı olabileceğine dair akıl yürütülebilir. Mesela bizim firmalarımız acaba bu bağlamda ne Seçil Beydemir Kaynak: Emin Hocam, bilmiyorum diğer arkadaşlarımdan söz almak isteyen var mı? Ama öncelikle Coşkun Hocama ve özellikle size teşekkür etmek istiyorum bize böyle bir imkân tanıdığınız için. Çünkü bu hikâyeler yaşanmış hikâyeler ve bunlar paylaştıkça güzelleşiyor ve biz paylaştıkça birileri bunlardan feyz alıyor o yüzden bunların çok önemli olduğunu düşünüyorum. Ben kendi adıma böyle bir ortamda bulunmaktan çok mutlu oldum çok güzel bir tecrübe bizim için çok teşekkür ediyorum sağ olun. 103 Emin Akçaoğlu: göre, Gürhan Beyden bir son cümle alayım. Gürhan Güven: Ben teşekkür ediyorum. Coşkun Küçüközmen: Bu toplantıya davet ettiğiniz için çok teşekkür ediyorum. Biz de kendi aramızda olan bu keyfe, sohbete eşlik ettik, bir parçası olduk. Bunlar aslında hepimizin vizyonuna bir katma değer daha katıyor. Birlikte ne kadar görüşsek de bunları birbirimizle paylaşma fırsatı olmadı. Hem yurt dışında hem yurt içinde bunlar bize çok ciddi katma değerler sağlıyor. Bir işi tutku, şeffaf ve aşkla yaptıktan sonra o istikrar sayesinde başarı geliyor. İlk zamanlar belki patinaj attığınızı sansanız da sizin bir adım attığınızın belirtisidir. Fersan’da aynen bu şekilde bunları yaşadım. Çok da iyi işlemediği dönemlerde Almanlar burayı aldı ve sadece istikrar sayesinde müşterilerimizin karşısına çok ciddi farklı olarak çıkıyoruz. Biz aslında daha çok verdiğimiz sözleri noter tasdikli bir söz gibi verirsek Türkiye’nin önü çok daha açık ve yapamayacağımız hiçbir şey yok. Sadece düşünebildiğimiz kadar sınırlarımız var diğer her şeye ulaşabiliriz. Çok teşekkür ediyorum. Biz teşekkür ediyoruz Seçil Hanım. Harika oldu. Mutlu Bey, Gürhan Bey, Erçin Bey… Şöyle başlayalım: Mutlu Beyden başlayalım. Mutlu Can Günel: Ben de Seçil Başkana tüm kalbimle katılıyorum. Sözel de olsa değerli katılımcıların tamamı için kurumsal sitemizin adreslerini vereyim: batianadolu.com veya batıcim.com.tr Benim de şahsi elektronik posta adresim mutlucangunel@baticim.com.tr Her zaman destek olmak, her zaman ilave bir şey olursa yanıtlamak isterim. Üstünde özellikle durduğunuz bu uluslararasılaşma, Türkiye’deki üreticilerin KOBİ veya büyük imalatçıların tamamının dünya pazarlarında rekabet edebilmek için son derece yeterli know-howları var. Son derece yeterli kültürel birikimleri var. Donanımları çok yüksek canavar gibi yeni nesil yöneticiler yetişiyor ve geliyor. Burada özgüvenlerinin tam olması; rekabetçi unsurların tamamının elde edilmeye gayret edilmesi gerekiyor. Dünyada da hasbel kader tecrübe edinmiş, eğitimi olan bir insan olarak söylemeliyim ki Türkiye’de çok kıymetli üniversitelerimiz, çok kıymetli hocalarımız, ufku ve vizyonu çok geniş sizler gibi çok değerli akademisyenlerimiz var. Onların, eskilerin tabiriyle rahleyi tedrisatından, tezgahından, tornasından geçen bu pırıl pırıl beyinlerin yenilikçi ve vizyoner görüşleriyle, özgüvenleriyle yurt dışında çok büyük işler başaracaklarına benim inancım tam. Gelecek yılların Türkiyemiz açısından daha büyük üretim, daha güçlü üretim imkânlarına sahip olması bakımında el birliğiyle ve tüm dünyada son derece aktif olunması gerekiyor. Emin Hocam çok kıymetli bir şeyden bahsetti. Bu da çok büyük bir fırsattır: Özellikle bu İpek Yolu’nun yeniden canlandırılması projesi Türkiye’nin rekabet avantajlarını ortaya koyuyor. Bunların atlanılmaması gerekiyor. İcap ederse bunu ileride okuyacak dinleyecek olan tüm yatırımcılar için dünyanın her yerine gidip kültürel olarak bağ kurabileceğimiz, geçmişi binlerce yıla dayanan Anadolu’da bir kültür medeniyetler beşiği olduğu düşünülürse… Diyalog kabiliyetiyle insan ilişkileriyle o tevazu bahsi geçen Anadolu insanının dünyanın her yerinde çok büyük işler başarabileceğine benim inancım şahsen sonsuz. Tekrardan sizleri, buna fırsat tanıdığınız için teşekkür ediyor ve saygıyla selamlıyorum. Coşkun Küçüközmen: Ben teşekkür ediyorum, harika bir söz: Sınırlarımız düşünebildiğimiz kadardır. Düşünmenin de sınırı olmadığına göre sınırları zorlamak gerekiyor. Çok farklı şekilde düşünmek gerekiyor, çok teşekkür ediyorum ilham verici bir söz. Erçin Bey sizden de son bir yorum alalım. Erçin Şahin: Öncelikle etkinlik için çok teşekkür ederim. Şirket olarak akademik camiayla çok yakın çalışıyoruz. Epeydir akademik camiayla bir etkinliğe katılmamıştım. Gayet iyi oldu. Özellikle bu konuda tabii ki. Çalıştığımız konular hep teknik olduğu için... Akademik camiadan çok değerli pırlanta gibi gençler geliyor; biz şirketimize katıyoruz. Sizlerden ricam; saygıdeğer hocalarımdan ricamız: Madem böyle bir konu var, sizler bu pazarlama ve satış konusunda akademik olarak ilerliyorsunuz ve genç bireyler yetiştiriyorsunuz. Farkındalığı yüksek bireylere ihtiyacımız var. Derslerimizin bir kısmında ne olursa nasıl olur farkındalığını aşılarsanız çok iyi olur. Çünkü Türkiye’deki eğitim ve öğretim sisteminin temel eksiklerinden bir tanesi bu. Farkındalığı olmayan bireylerle biz karşı karşıya geliyoruz. Onların farkındalığını burada adapte etmek, özellikle sanayi sektörüne adapte etmek de yaklaşık bizim birkaç yılımızı almıyor değil. Farklı bir kuşak da yetişiyor. Sizler daha içindesiniz; Z kuşağı. Tükiye’de Z kuşağı oranı %38 gibi, yanlış hatırlamıyorsan ve de bölgede Avrupa ve Asya’da coğrafi olarak baktığımızda bu dilimin yüksek olduğu ülkelerden bir Coşkun Küçüközmen: Biz de teşekkür ediyoruz, sağ olun. Buradaki sıraya 104 imkânını yapamıyoruz. Anadolu üniversiteleri biraz daha yerleşke itibariyle sanayiye daha yakın oluyor ve daha fazla iş birliği olma imkânı oluyor. Ancak diğer taraftan da İstanbul’daki üniversitelerin özellikle uluslararası ticaret ve bağlantılı bölümlerinin işin içerisinde olması lazım. Maalesef dünya değişirken, Avrupa değişirken, Türkiye dönüşürken eğitim sistemimiz bu işlerin epeyce gerisinde kaldı. Dijitalleşme, yapay zekâ, makina öğrenmesi lafları havalarda uçuşuyor ama uygulamaya bakılınca ya da geriye doğru baktığımız zaman masallarda olduğu gibi bir arpa boyu yol gidemedik. Diğerleri de aynı. Baktığımız zaman müfredat, ders programları ve uygulamalar açısından çok daha fazla özel sektöre, sanayicilere, girişimcilere, yöneticilere ilgili okul içinde hangi bölümse o işe yakın olmak gerekiyor. Ben Sayın Başkana ve Sayın Emin Hocama Beykent Üniversitesi ile Würzburg Üniversitesi iş birliğine ve bütün katılımcılara tek tek teşekkür ediyorum. Çok bilgilendirici, aydınlatıcı, hepimiz için esin kaynağı olan örnek olaylar ile güçlendirilmiş bir Cuma sabahı olduğunu düşünüyorum güzel bir gündü. tanesiyiz; ülkesiyiz hatta. Bizler Z kuşağını yönetebilirsek - önümüzdeki 50 sene, 20 ya da 30 sene diyebilirim - onların adapte olması önümüzdeki 10 senede olacak. Bu çok çok farklı bir noktaya getirebilir ülkeyi. Ülkemizin ihtiyacı olan üretimdir. Çünkü bizler gelişmiş ülkelere baktığımızda gördüğümüz şu: Gelinen nokta tarım tabii ki de olacak. Ama sanayi üretiminde yüksek teknoloji, katma değer yaratan ürünler üretmeliyiz. Bu yüzden de eğitim çok önemli. Yani sizlerden isteğimiz bize iyi yetişmiş bireyler gönderin gerisini bize bırakın. Coşkun Küçüközmen: Çok önemli bir noktaya değindiniz. Şu an ben Emin Hocayla ve Erdoğan Hocanın aklından kuantum hızında bir şeyler geçtiğinin ben farkındayım. O kadar önemli bir konu ki, liselerde, ortaokulda belki de çok küçük yaşta başlaması gereken bir muhakeme ve algıya dayalı dersler yok; anlatabiliyor muyum? Üniversitelerde çok fazla böyle şeyler yok. Mesela felsefe okumuş kaç kişi var? Sosyoloji antropoloji okumuş kaç kişi var? Bir ara ben dünya finansçılarını inceledim. Dünyanın en iyi finansçılarının inanın bunların %50’si finans okumamış biliyor musunuz? Finans MBA’i falan yapmış. Ama önceki bilgileri tarih, antropoloji, psikoloji, felsefe üzerine. Mesela Niall Ferguson Paranın Yükselişi kitabını yazan kişi Fransızca ve Tarih bölümü mezunu. Amerika Merkez Bankası’na merkez bankacılığı dersi vermeye gitti anlatabiliyor muyum? Bu dediğiniz konu aslında bizim eğitimizin genel sorunu. Algısı yüksek, farkındalığı yüksek, muhakeme yapabilen bir nesil yetişmesi gerekiyor. Üniversite eğitiminin bu şekilde şekillenmesinde belki pandemi fırsat verecek. Biraz müfredatın dışına çıkarak bu gibi şeyleri en azından belli okumalarla ve videolarla öğrencilerimize kazandırabileceğimizi düşünüyorum. Ben konuyu bu şekilde uzatmak istemiyorum. Erdoğan Hocam son bir şey söylemek ister misiniz, son bir cümle. Hocalar her zaman bir şeyler söyler. Yoksa bile gece 3’te kaldır hocam bir şey söyler misin de kesin bir şey söyler. Hocam buyurun lütfen. Coşkun Küçüközmen: Çok teşekkür ediyorum hocam. Emin Hocam artık sizden de son bir kapanış cümlesi alalım ve dinleyicilerimizi ve konuşmacılarımızı daha fazla yormayalım. Hepimizi işlerimiz bekliyor değil mi? Buyurun hocam. Emin Akçaoğlu: Teşekkür ederim. Bütün konuşmacılara bütün dinleyicilerimize, katılımcılara çok teşekkür ediyorum. Doğrudan doğruya iş dünyasının temsilcileri bu işin eğitim ve insan kaynakları boyutuna dikkat çektiklerine göre ortada hakikaten bir ihtiyaç var. Bu ihtiyacın farkında olduğumuza göre ihtiyacın giderilmesine odaklanmamız lazım. Üniversitelerde değişim var. Bir takım sorunlar da yaşanıyor ama bir takım iyileşmeler, bir takım gelişmeler de var. Bir defa şunu söyleyeyim: Burada üç akademisyen konuşmacı olarak aranızdayız. Üçümüz de endüstri tecrübesi olan kişileriz. Ben on beş yıllık Eximbank geçmişi olan bir akademisyenim. Aslında bazen kendi kendime şunu soruyorum: Akademisyen ve uygulamacı olmak sınırları itibariyle nasıl ayrıştırılabilir; özellikle işletme gibi bir alanda? Dolayısıyla hem üniversite perspektifiyle durumun ne olduğunu görebiliyoruz hem de uygulayıcı perspektifiyle durumun ne olduğunu. Tabii yapılabilecek çok şey var ama bunların hepsini üniversitelerden beklemeye imkân olmadığı gibi, iş dünyasından beklemeye de imkân yok. İş dünyasıyla üniversitelerin doğru şekilde bir araya gelmesi lazım. Eğer bugünkü heyette bulunan arkadaşlarımız bu yönde bir ihtiyaç olduğunu düşünüyorlarsa ve bu yönde bir adım ayılması için kendileri zaman ve enerji ayırabileceklerini düşünüyorlarsa; Erdoğan Taşkın: Hakikaten müfredat ve ders planlaması, uluslararası ticaret bölümlerinde çok önemli. Yıllardan beri uluslararası ticaret bölüm başkanlığı, daha önce de işletme bölüm başkanlığı yaptım. Olay şu: Üniversiteler ile özel sektör arasındaki bağlantı bazen sadece hocaların, öğretim üyelerinin kişisel deneyimleriyle sınırlı oluyor. Daha fazla özel sektörün işin içinde olması, seminerler, konferanslar, sınıf içi buna yönelik bilgilendirmeler, teknik geziler… Ama bunları maalesef İstanbul içindeki üniversitelerde; bu teknik gezileri fabrika ziyaretlerini ve yöneticilerle tanışma 105 eminim burada bulunan akademisyenlerin tamamı büyük bir memnuniyetle böyle bir sürecin yürütülmesine katkı vermeye hazırlar. Dolayısıyla tekrar teşekkür ediyorum ve bu toplantının aslında üniversite-iş dünyası arasındaki ilişkinin geliştirilmesi adına en azından bir adım olduğunu düşündüğümü özellikle vurgulamak istiyorum. Teşekkür ederim Coşkun Hocam. sorun olmaya devam ederse yine uzaktan bir toplantıya dönüştürülebilir. Ama bugünkü hedefimiz yüz yüze bir toplantı yapmak. En azından en kötü şartlarda hibrid; kısmen yüz yüze kısmen uzaktan toplantı biçiminde olacak. Dolayısıyla bütün konuşmacılar, bütün katılımcılar 2021 yılının 27-28 Mayıs’ında Würzburg’e davetliler. Würzburg muhteşem bir şehir; küçük bir şehir ve çok güzel, özellikle turistik açıdan çekici yanları olan bir şehir. Biz orada bütün katılımcıları misafir etmekten büyük memnuniyet duyarız. Sonraki yılın konferansı da çok çok büyük ihtimalle Bangkok’ta yapılacak. Dolayısıyla Bangkok’a da herkes davetli. Teşekkür ederim. Coşkun Küçüközmen: Hepinize ben de teşekkür ediyorum, Emin Hocam bu bir uluslararası konferanstı. Pandemi olmasaydı muhtemelen bütün oturumlar İstanbul’da yapılacaktı ama biz böyle bir fırsatı bu şekilde yakaladık. Umarım bundan sonraki konferansta, dördüncüsünde da yine bir araya geliriz. Bunu da böyle tarihe bir not düşmüş oluyoruz. Kemalpaşa Sanayici ve İş İnsanları Derneği’nde sizin başkanlığınız döneminde gündeme gelebilecek bir uluslararası etkinlik olabilir bu, değil mi Seçil Hanım? Coşkun Küçüközmen: Evet çok teşekkür ediyoruz. Çok sağ olun. Burada bitirelim değil mi Emin Hocam? Tüm katılımcılara çok çok teşekkür ediyoruz. E-mailler zaten mesajlaşma kısmında yer aldı. İsterseniz oradan kopyalayabilirsiniz. Hepinize iyi günler sevgiler saygılar diliyorum. Emin Hocam tüm emekleriniz size teşekkür ediyorum. Sağ olun var olun. Emin Akçaoğlu: O konuda da bilgi vereyim gelecek yılın konferansını 27-28 Mayısta Almanya’da yapacağız. Eğer pandemi hala 106 107 © 2020 Beykent University Ayazağa, Hadım Koruyolu Cd. No:19, 34398 Sarıyer, Istanbul, Turkey 108